Organizational Success through Effective Human Resources Management - Case Study Example

HR Strategies Name: Institution: Date: Introduction The human resource management concept has over the decades emerged as a critical organizational competitive function. In this regard, unlike the traditional period when HR was perceived as a support function, it is currently perceived as a core organizational objective realization function. This is based on the theory of declining sustainability of tangible assets, competitive edges and instead the rise of intangible assets as key sustainable competitive. In this regard, as Sims (2002) noted, organizations’ have reverted to the use of their HR functions to develop competitive edges. This concept paper evaluates one such approach through the introduction of flexible working hours (Flexi) policies, evaluating its direct impacts on the organizational HR planning function. Moreover, the paper expands the topic to evaluate approaches through which this HR function application could be enhanced in the future. Common HR Flexi Programs In order to develop a critical analysis on the implications of a Flexi-HR approach on an organizational HR planning, it is vital to evaluate the various approaches and styles of Flexi programs. In this case, such an analysis forms the basis through which the various Flexi programs implications of HR planning are developed. As such, this essay section reviews the various common Flexi programs, detailing the nature and practice of each of them. Staggered Hours This was among the original forms of Flexi in organizations. In this regard, under this program, employees are offered differing reporting time periods. Therefore, instead of all the organizational employees reporting at the same official time, the program allowed for alterations. In this case, employees could report or leave at any time of the day on condition that they worked a total of the required working hours, normally eight hours a day. This approach sought to develop a balance between the employee working responsibilities and their other family and social obligations. As such, this was the first strategic approach through which the organizational interests were aligned with the employee interest. Budd (2011), a renowned HR theorist argued that one of the fundamental conditions for HR system and policy success is the nature and extent to which such a program is aligned to the employee interests. Therefore, this program amassed and gained its popularity due to its high inclination of the employee interest, unlike the traditional working policies, that were saturated with organizational interests and objectives pursuance, and minimal concern for the employees’ individual welfare. Compressed workweeks Although the staggering hour’s policy initiative allowed for reporting and leaving time flexibility, it failed to address the employee social concerns. In this case, the few hour adjustments were not enough for the employee to honour their social obligations. Moreover, it provided no viable merit to organizations during the peak and off peak seasons. As such, Avery and Zabel (2001). Stated that in order to remedy this challenge, the compressed weeks approach was developed. In this case, the employees were required to work for more that the eight hours. Thus, under this Flexi program, employees could work for up to 12 hours in a day for consecutive two weeks. In return, the organizations could extend offs to the employees to allow them engage in other social and individual development activities. As such, this additional Flexi program allows for the development and nurturing of employee social skills as well as providing a work life balance. On the other hand, it allows the organizations to maximize their employee usage in the peak seasons and period, and allow them to rest in the off peak seasons, thus promoting overall industrial productivity. Part time The part time Flexi program is among the recent developments in the global HR management systems. In this regard, the system allows employees to work for organizations on their spare and leisure time. This concept gained momentum I the post 2008 global financial crisis period. On one hand, many of the organizations were facing financial challenges and as such would not cover employee remuneration needs on a permanent base. As such, in order to reduce on the responsibilities such as paid holidays and medical covers, organizations sought part time employees, paid on a contractual basis, which reduced their hiring and retention costs (Kaiser, 2011). On the other hand, employees were earning less salary in this period, following the massive salary cuts across the globe, and thus favoured this part time working approach as an additional incoming earning channel. However, the scenario and preference for the program application in the current market situation has changed. In this case, most of the part time employees hired are individuals with special skills that organizations cannot afford on a full time basis, or which are required on a seasonal and fluctuating basis. Thus, this analysis establishes that despite the changing market conditions since the 2008 global financial crisis, the Flexi program has remained popular in organizations for acquiring special and unique expert skills globally. Job Sharing As a new concept, the process of job sharing allows two employees to hold a similar joint organizational position on a revolving basis. In this case, employees operate in shifts where the exit of one of the partners, allows for the entry of the next. This approach is beneficial and has proved worth to both the employees and the organization. On one hand, the process allows employees to share and brainstorm ideas on is facing a given function. As such, this shared information base allows for their career development as well as support to reduce work related stress (Armstrong, 2007). On the other hand, the program allows organizations to increase policies and decision making process. In this regard, the continuity of the office functioning and sharing of information between the two job sharing employees allows for increased quality delivery. However, in order to ensure the program success and seamless flow, constant communication and also physical meetings is encouraged. Phased and Partial Retirement This is the last of the Flexi programs in organizations today. Under this program, there are two sub elements, namely the phased retirement, and the partial retirement. On one hand, under the phased retirement, involves the process where an organization gradually relieves almost retiring employees of their responsibilities. In this case, instead of delegating the employee functions upon their retirement, the functions are gradually delegated to allow for a seamless succession process (York, 2010). In this case, the retiring employee mentors and trains thus taking over to allow for seamless function’s execution. On the other hand is the partial retirement. Under this program, organizations allow their retired employees to work for them on a part time basis. In this case, the retired employees, who had proved a productivity record and whose skills absence would create a production and service delivery gap, are recruited back into the organization on a contractual basis. In summary, this section has provided the existing Flexi programs in global organizations today. In this case, the description of the various programs as well as their merits and rationale serves as a background base for their impact on the HR planning analysis. Impacts on HR Planning Based on the above description and discussion of the various Flexi programs, it is apparent that the various programs have a direct implication oh HR management and in particular on the HR planning function in organizations As such, this analysis section develops a detailed review and focus on the nature and extent to which the various programs affect HR planning function in organizations Recruitment Planning One of the functional responsibilities of any HR functional planning is the development of recruitment plan. In this case, a recruitment plan allows for the development of a proper and coordinated approach through which organizations acquire their desired workforce. In this case, statistics and evaluation of organizational performances have established that there exists a direct relationship between the organizations recruitment function planning to the recruited workforce and consequently to the quality of workforce and organizational productivity levels. Therefore, this underscores the need to develop proper recruitment plans for a long term sustainable and productive workforce acquisition. On one hand, the Flexi programs implicate on an organizational recruitment planning through the targeted candidate base in the market. In this case, through the application of the Flexi programs, organizations seek to target the experienced and productive passive job searching market segment. This segment is characterized by their occupation in an active job involvement as well as the unwillingness to vacate their current job positions (Barrington, 2009). However, through the adoption of the Flexi programs, the approach enables the HR function target and reaches out to this HR base. An example of such a program can be cited in the case of the part time program base. As such the program allows the employees the opportunity to retain their current jobs and employment stations, while sourcing for their skills and expertise at their leisure and rest time. In this case, this approach enables organizations attract the vast, rich passive job seeker’s labour market. On the other hand, the programs influence the planning on the type of workforce to target. In this case, unlike in the past where recruitment planning was based on attracting and targeting the external workforce to join an organization, this has changed in the wake of Flexi programs. In this case, through programs such as the partial retirement program, organizations target and recruit their own retired employees as a means of ensuring talent and skills retention in their value chain. As such, this has a direct implication on the planning process as the organization has to develop the relevant and required policies to support such an in-house recruitment process (Sims, 2002). Therefore, based on the above analysis, it is apparent that the development and adoption of Flexi HR programs have a direct impact and implication on its recruitment planning. In particular, the analysis evidences that the process allows for increased recruitment target base reach, as well as the development of in-house HR sourcing policies and procedure in organizations, a concept not considered under the traditional HR planning systems. Retention Process Planning Besides the effects on recruitment planning, the adoption and use of Flexi programs have an implication of the organizational retention program process and planning. This assertion can be based on the theoretical arguments on employee retention systems. In this case, Michaels, Handfield-Jones and Axelrod (2001) argued that one of the key needs in employee retention programs is the development of an employee value proposition (EVP). In this case, an employee value proposition is described as a series of situations and factors that an organization develops to enhance its employee retention, and as such reduce their probable turnover ratio. As such, theorists argue that organizations with a high EVP program have high retention rates, than peers lacking such programs. Therefore, this analysis establishes that the adoption of the various Flexi programs serves as an avenue and approach through which organizations increase their employee value propositions. One of the practical approaches through which this can be explained is through the use of staggering and compressed hour’s programs. In this case, an evaluation of the motivation for both alternatives reveals that they have a common base of increasing the employee work life balance, a tool significant in boosting their satisfaction rates. Therefore, this analysis establishes that the application of the two programs influences the extent and level of employee satisfaction in an organization. As such, in order to ensure that employees are satisfied and as such remain loyal to their employer in the wake of increased global employment opportunities, organizations are altering their HR planning on retention policy development and execution approaches. Traditionally, employee retention was based on the amount of financial remunerations and rewards preferred, often based on the level of management and task responsibilities. However, the rise of Flexi programs has changed this HR perception. In this case, the approaches have facilitated and influenced the adoption and application of alternative HR reward systems to promote employee satisfaction. In this case, one of the alternatives that HR functions are adopting to promote employee satisfaction and loyalty is through non-financial reward systems. For instance, employees are rewarded with days off for working overtime on selected days as a means of maximizing their output on peak hours. As such, instead of applying the traditional approach where employee overtime working hours were rewarded in financial terms, organizations are reverting to the use of non-financial terms as a reward for the same functionality. In this regard, this analysis establishes that the concept of Flexi programs introduction in organizations has resulted to change in HR retention planning policies where most apply non financial retention incentives as opposed to the traditional financial retention incentives. Employee CSR Programs The concept of employee CSR programs is a developing HR planning concept. In this case, the approach involves the development of internal systems and programs that are oriented as increasing the employee welfare. In this case, rather than focusing on the retention and recruitment elements, organizations develop employee programs that seek to enhance their labour force welfare. As such, this serves as an indirect employee motivation base that increases their productivity. In this case, an evaluation of the various Flexi programs discussed in this analysis establishes that they have played a key role in the development and growth of this new HR planning concept. On one hand, the introduction of the partial retirement program was one approach to ensuring the organizational employee welfare after their highly productive years. In this case, the program ensured that the employees remained focused and earned substantial income in their later years. Similarly, the adoption of the part time employment program ensured the development of an additional alternative through which employees could earn additional earnings, thus improving their welfare and overall well being. Similar to external stakeholders CSR programs, HR planning for employee CSR programs seeks to develop a connection between the employee responsibility to the company and their individual need. As such, the development of the various Flexi programs has served as a guiding approach and case through which subsequent HR CSR programs are developed. In this case, the process has developed a fundamental basis on which a majority of the organizations have a developed an employee support based HR planning policies. Resource Utilization A final key impact that the adoption and inclusion of Flexi programs and policies has caused on HR planning is on its resource utilization schedules. In this case, the HR function is directly involved in the determination of the nature and extent to which employee utilize the existing resources. As such, in congruence to the resource based theory, the HR planning function is expected to recruit and retain employees based on their resource availability. As such, this allows for increased matching of the available resources with recruited and retained employees. However, the inception and the inclusion of Flexi programs and HR policies have altered this HR planning approach and perception. In this case, the programs allowed for best practice application such as sharing of resources, through the job sharing approach, as well as the rotational and shift based use of resources. In this case, while as a majority of the resources utilization such as the office desk was based on an 8 hour daily basis, the concept of part time and job sharing practice has changed this planning approach. Therefore, today HR planning on resources utilization has shifted its perception form the traditional hours based evaluation and analysis approach, to a maximum utilization capacity basis. As such, HR planning evaluates the ability and capability of a resource to be utilized rather than based on working hours. In summary, this section through an evaluation of recruitment, retention and resources utilization planning policies evidences the implications of the various Flexi policies on HR planning. In this case, the section illustrates that the effect and extent to which the HR planning function is implicated in is dependent on the type and number of Flexi HR management programs an organization adopts. Issues Hindering Hours Flexibility Although the above analysis and reviews illustrate the various positive implications of Flexi HR policies on HR planning and management systems as a whole, the process has its share of challenges. In this case, the process of developing the required HR programs and systems is highly reliant on the existence of relevant and supportive factors. As such, this section analysis offers a review of the various factors that hinder and slow down the successful application of Flexi HR policies into organizations HR planning systems. High Costs One of the fundamental operational challenges for the adoption and incorporation of Flexi HR policies is the concept of operational high costs. In this case, all organizational operations and functions are based on the principles of the cost benefit approach. In this case, for any of the operations to be incorporated in the system a cost benefit analysis must be developed. This involves the use of a matching concept, where the costs and expenses of delivering a given revenue base and gain, are directly evaluated against the gains acquired. In this case, an evaluation of the Flexi HR policies, establishes a scenario in which the incurred costs are relatively high as compared to the gains of the system (Stredwick & Ellis, 2005). For instance, a probable risky program is the partial retirement. Under this approach, the organizations recruit back their retired employees on a part time contract basis. In this case, the expectation is that the employees can apply their cultural knowledge and on the organizational operations to deliver increased and quality outputs. However, critics of this program argue that this is hardly the deliverable value. In this regard, the process includes the retention of lowly productive employees at the expense of the highly productive young employees who could be outsourced from the market. Therefore, this analysis establishes that although the in-house recruitment process reduces the recruitment expense in the short run period, the process has productivity negative implications in the long run period. On the other hand, the Flexi policy’s incorporation in an organizational HR management system increases the organizational administrative costs. In this regard, the process allows for the development of an additional cost value for supervising and managing the various employee programs. In this case, the organizational HR function is required to finance and fund for the recruitment of additional management staff to manage and supervise the part time employees as well as to ensure seamless coordination between the job sharing employees. In this case, the additional supervisory needs in the organizational management increase the operational HR function costs. As such, this analysis concludes that although the development and adoption of Flexi HR policies allows for increased HR and other resources optimum utilization, the risk of over utilization of resources, especially the management and administrative resources reduces its adoption. As such, although the policy has a wide range of merits, the deficiency and limited nature of organizations’ administrative and management resource reduce its attractiveness. However, this challenge is often overcome through the resource base development and addition of management resources in the long run period. Reduced Standardization An additional adoption challenge for the Flexi HR policies is the issue of employee policies standardization. As Garber (2004) noted, one of the fundamental issues of concern in employee management is the approaches through which to enhance motivation and productivity. In this case, the authors noted that over the decades organizations have promoted employee productivity through the adoption of standard policies. In this case, the standard policies ensured that despite the geographical variances between the employee’s workplace, all the employees serving under a given management level received equal treatment. Such equal treatment measures ensured that all the employees felt equal in terms of allowances, working hours and financial rewards. However, the introduction of the Flex HR policies alters this traditional equal employee treatment arrangement. For instance, the inclusion of part time employees implies that the employees work at their leisure time and are paid for such services. In this case, although increasing the organizational workforce quality, the system could lead to employee demotivation. In this case, the existing employees in the organization, willing to earn extra earnings would perceive this as a mistreatment as it denies them the opportunity to earn such funds with their employer. Thus, this results in a perception of discrimination and unfair treatment, a virtual that reduces employee productivity, negating the very motivation and objective for the Flexi policy’s introduction. On the other hand, the introduction of programs such as job sharing and work week compressions leads to the emergence for equal employee treatment. In this case, this raises the concern for other support services in the organization that are at times unavailable at such hours. For instance, although the organization could have an employee transport arrangement after work, ferrying shift employees at night, although a good policy, would be a violation of the drivers own satisfaction. Therefore, in a strive to ensure satisfaction and equal treatment of one of the employee groups, there is a ripple effect on the satisfaction and comfort of another employee group. As such, this results in the standardization and harmonization of all the organizational employees and internal stakeholder interests in the organization. Therefore, the challenge of developing a balance between applying the Flexi policies and retaining the organizational standardization policy for the employees influences their adoption. As such, organizations with a high capability and resource flexibility to adopt the policies more that organizations with limited, strained and inflexible support resources. Therefore, in the process of developing and adopting the Flexibility hours, policies, organizations should evaluate their resources flexibility capability. In summary, this section summary establishes that besides the merits and rationale for the adoption of flexible hours, policies in organizational HR planning, they face challenges in operations cost increase as well as standardization of HR stakeholders management and equal treatment. Thus, this section analysis concludes that in order to successfully apply and sustain the flexible hours, policies, and organizations should develop a suitable operational framework. In this case, the developed framework should aim at reducing the listed challenges. Tools for Managing Flexi-Hours in HR Planning As outlined in the above section, the implementation and adoption of Flexible working hour’s policy face a range of challenges. As such, there is a need to develop organizational systems and structures that support the HR planning function in adopting and executing the alternatives. This section offers an evaluation through which the process implementation and adoption can be enhanced in HR planning activities. As such, the section lists the various HR planning functions that are required for the development, adoption, and execution of the Flexible working hour’s policies. Clear Policies on Hours of Work One of the strategic approaches through which organizations can facilitate the adoption of flexible working house policy in their HR planning is through the development of a clear operational framework. Policies are described as guidelines and frameworks through which organizational activities are conducted and executed. As such, this would include policies such as notification management process. In this case, the organizations should develop a minimum notification period that each of the employees participating in the flexible hours working program should abide by. As such, in the event that an employee wishes to shift their regular system or anticipates a failure to honour their expected arrival and working periods, should notify the management. Through such a management approach, the management could ensure that there is a seamless flow of the activities and workflow in the organizations despite the flexible schedules. As such, this would have a direct implicating in resolving the resource management challenge that creates an adoption challenge with limited and inflexible resources. On the other hand, the organizations could develop alternative policies in communication and physical presence (Miller, 2009). In this case, as already discussed, one of the main challenges is the development of a communication system, especially for the flexible policy programs such as the job sharing program. In this case, the organization should develop a formal framework through which the respective job sharing partners could communicate and share information. In this regard, such a formal communication system would ensure that there is regular communication between such job sharing partners and that both have frequent information. In this case, the formal system allows for the management to supervise such program systems. Therefore, this would enhance the reduction of supervision costs. Through a formal communication system and a notification approach, the management would ensure the identification of the process challenges in advance and as such the development of proactive management regulations to align the flexible working hour programs with the organizational strategic needs. As such, this analysis establishes that with the development of a proper regulatory framework, the application of HR flexible working hours could be an easy and reliable process. Gradual Process Application An additional recommendation on the nature and ways through which to successfully apply and adopt the flexible working hours, policies in organizations, HR planning function is through the use of a gradual adoption approach. In this case, such a process involves the limited and measured application of the programs. This principle is common in the development and introduction of the new system, especially in the manufacturing and production processes. On one hand, as Stark (2011) noted, one of the key stages and process in a new product development and introduction into the market is the concept of gradual introduction. As such, the gradual process ensures that the consumer is informed of the product features, familiarize with its functioning and as such develop a relationship with the product prior to its large scale market introduction. In addition, such a pre evaluation process allows for the evaluation of the existing distribution infrastructure and framework and as such enhances proactive corrective measures for any identified challenges. This analysis argues that the HR planning function fir the flexible working hour’s policy, assimilation could be developed and improved under a similar framework. In this case, the process could include its adoption in a single function, or on a given level of management. In this case, the limited adoption could serve as a trial template through which any challenges and difficulties would be obtained. As such, this would facilitate the development of the relevant and required HR planning, infrastructure and policies for the program’s full implementation in the organization. In this context, this analysis establishes that the gradual adoption of the process would reduce the listed above management failure and challenges as resource flexibility would be evaluated and tested in the trial period, to allow only the programs to the extent at which the other organizational resources could stretch and be flexible. On the other hand, the process would involve the concept of benchmarking and the blue ocean strategy. On one hand, the blue ocean strategy involves the use of internal performances and structures to develop evaluation criteria. As such, prior to developing the systems, evaluation criteria should be developed, outlining the expected function and organizational outcomes as well as the mandate and role of each of the stakeholders. As such, once the system is introduced, an evaluation and reference to the internal targets should be made to establish any system weaknesses and as such counter proactive measures developed. Alternatively, the organizations could develop industry and market based benchmarks. In this case, they should evaluate and gauge their performances and progress as opposed to the best implements in the industry, adopted as the benchmarks. In this case, the external gauging process would ensure that the organization attains the best standards and levels in the industry. As such, this would in turn serve as a benchmark for quality and policy management efficiency in the organizational operations. As such, this analysis concludes that with the development of a proper management framework as well as critical and suitable evaluation criteria, organizational success in the implementation of the flexible working hours would be enhanced. In this case, the process would ensure that the listed positive gains on the HR planning functions are attained. Conclusion In summary, this concept paper has developed a critical focus on the concept of HR planning and flexible working hour’s policies. In this case, the key objective of the paper was to establish the nature and extent to which the adoption of the Flexi policies implicates on the existing organizational HR planning functions. In order to develop a clear understanding on the topic, the paper first evaluates the various Flexi programs commonly adopted by the HR functions globally. As such, the evaluation established that among others the most common programs were the staggered working hours, compressed week hours, part time working and partial and phased retirement programs. In this case the background analysis establishes that each of the listed programs had a genesis for its emergence as well as a unique implication on organizational HR practices and in particular the HR planning function. Nevertheless, although the paper noted that the various programs have their unique implications for organizational HR planning function; it established that some of the implications for the planning function were shared. On one hand was the implication on the recruitment function. In this case, the analysis established that the policy adoption reduced the overall recruitment costs, while expanding the HR recruitment scope. On the other hand, the analysis concluded that the policy adoption increased organizations retention rates through improved employee value proposition. Finally, it established that the policy adopted implicated in the HR planning through supporting employee CSR programs. However, high management costs and resources inflexibility were listed as the key impacts realization challenges. Thus, in order to counter the challenges, the concept paper develops a series of strategies through which organizations can proactively or reactively counter the challenges. On one hand, a counter approach was listed as administrative policy development, to reduce supervision costs, and gradual adoption to overcome the resources adjustment challenge. In summary, this concept paper concludes that the adoption of Flexi HR policies has positively impacted on organizations’ HR planning. References Armstrong, M. (2007). A handbook of human resource management practice. London: Kogan Page. Avery, C., & Zabel, D. (2001). The flexible workplace: A sourcebook of information and research. Westport, Conn: Quorum Books. Barrington, L. W. (2009). Comparative politics: Structures and choices. Boston, MA: Cengage Learning. Budd, J. W. (2011). The thought of work. Ithaca, N.Y: ILR Press. Garber, P. R. (2004). 99 ways to keep employees happy, satisfied, motivated and productive. Old Saybrook, CT: Business & Legal Reports. Kaiser, S. (2011). Creating balance?: International perspectives on the work-life integration of professionals. Heidelberg: Springer. Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Boston, Mass: Harvard Business School. Sims, R. R. (2002). 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