Department of Employment in the Australian Government - Example

Table of Contents Introduction 2 Background 2 Literature Review 3 Discussion 6 Findings & Conclusion 7 Recommendations 8 References 10 Introduction The success of an organization is dependent on its ability to use the different resources effectively. Human resource is one such important area which determines the long term success of the business. This paper looks at evaluating the importance human resource plays in organizational capability, in talent management and the manner in linkage between the different human resource function will ensure smooth functioning of the organization. The paper evaluates the manner in which Department of Employment; Australia uses different human resource function to improve talent management and improve effectiveness in human resource management strategies. The paper provides background information about the working of Department of Employment. This is followed by using different sources which would provide a literature review associated with human resource management working. The paper then provides the different issues that Department of Employment faces followed by the findings and recommendations. This would thereby help to improve the linkage between the different human resource function and would provide better effectiveness in the working mechanism. As a result the different organizational capabilities will be understood and the manner in which it can be improved so that human resource capabilities improve will be understood. Background Department of Employment which assist the Australian government in creating job opportunities and developing better working environment has been successful in achieving its objectives. Department of Employment has been able to create many job opportunities in Australia and has transformed the life of people. Despite strong results the Department of Employment has not been able to generate the required job opportunities due to lack of proper talent management program. In addition to it rising age of people and low participation of women in the work culture has thereby impacted the overall human resource working mechanism. Department of Employment also faces issue with regard to the manner in which the organizational capabilities are interlinked to one another. Lack of inter linkage between the different human resource function has also impacted the manner in which Department of Employment works. Some of the key challenges which Department of Employment is facing at the moment is developing and formulating long term strategies associated with talent management; developing leaders; increasing the use of data and intelligence through use of technology; and developing a proper workforce which consist of both men and women so that more job employment can be created. This will require formulating proper strategies and identifying the mechanism through which human resource function can improve and better results can be achieved. Literature Review Various studies have been carried out in the field of human resource which highlights the importance of talent management, linking the different functions of human management so that integration of function can take place and using technology so that better use of resources becomes possible. A study carried out by Dalton and Benson (2012), highlighted that being innovative and making changes helps to improve the manner in which human resource function works. It provides business with an opportunity to use technology and bring change in work force. This provides an opportunity for talent management and also helps to find put leaders who can help the business to be guided in a better way. Using different approach like case study mechanism and other methods will help to find out proper talent through which workforce participation would improve (Darling & Leffel, 2010). The mechanism would provide an opportunity to use both men and women in the workforce and develop a team capable of delivering performance at the highest level. Another study carried out by Evans, Pucik & Barsoux (2012), highlights the importance of making changes in the workforce. It states that it has become imperative that the workforce consist of both men and women so that the challenges with the global framework provides can be better handled. This will also help to improve the approach towards talent management which would thereby help to find correct person for the correct job which would help to use the different resources in the most effective manner. A study previously carried out by Kono and Clegg, (2011), highlights that Australian human resource management is undergoing changes. It is seen that women participation in the workforce has increased. This has helped to bring changes in the workforce dynamic and has provided an opportunity through which better linkage of the different human resource function has become possible. As a result the organizational capabilities have improved and the business has been positioned to be able to use the different resources in a better way. Pudelko (2014) highlighted that the American culture with regard to human resource is ending as the workforce is ageing and business needs more active and young people in the workforce. This has stressed the need and importance of identifying the correct talent which can be achieved through talent management and will provide an opportunity to find out correct people for the job. Another study by Alexander, Page & Wentling, (2003), shows that using technology through the process of virtual knowledge sharing will impart the required information which business needs to develop their business. This will provide an opportunity through which business will be able to motivate the employees and ensure maximum contribution from them. Clunies, (2007), has stated that proper benchmarking and succession planning helps to deal with the issues associated with talent management as it provides an opportunity to search talent within and outside the organization (Richards, 2008). This would thereby fill the human resource requirements for the future and would provide better employment opportunities. Retaining and finding new employees can be strengthened through identifying the relationship between culture, motivation and job satisfaction (Ross & Eeden, 2008). This will help to find and build talent which would improve the overall use of different resources. Another study by Worral & Cooper, (2001), has highlighted the need and importance of proper skill development which can be achieved by training. This will require proper talent management strategies and linking the different function so that organizational capabilities improve. This will thereby help to fulfil the future human resource requirement and develop more employment opportunities in the future. This has to be matched by flexibility and efficiency which can be achieved by having a proper mix of people (Jay & Alec, 2012) so that different functions can be carried out in the most effective manner. This will help the business to decide the manner in which different operations will be carried out and improve the overall organizational capabilities. A study by Ahmad & Schroeder, (2009), shows that proper human management practices determine the success of the business. This will require linking the different human resource function so that corporate capabilities can be developed. Linking the different functions and ensuring strategic alignment will help to work towards a common goal which would lead towards better use of resources. As a result productivity would improve and overall operational performance will be better shaped. This will help in talent management and finding correct person for the job (Cable & Judge, 2006). Business as a result will be able to link the different functions effectively and would be able to transform the manner in which workforce identification takes place. This will help to improve effectiveness in the human resource function as it contributes towards the success of a business (Khatri, 2010). This would thereby help to bring the required dimensional change which the business looks as and would help to work on different areas through which organizational capabilities will be better shaped up. Discussion Department of Employment which aims at creating jobs in Australia has been recently facing different issues which have made it difficult for them. They have found issues in relation to linkage of different functions, talent management, ageing population, differentiation in participation of women in the workforce and lack of leaders. Some of the prominent issues which Department of Employment is facing is as Formulation and pursuing long term strategies: The strategies which Department of Employment is pursuing at the moment are short lived. The focus has to be towards long term strategies which would require using different evidence based policy and transforming the manner in which work is done. This would require integration of women in the workforce, focus towards talent management, creating leaders and using technology to transform the manner in which different work is done. Pursuing long term strategies would lead towards a complete overhaul of the present system and would require major ramifications so that human resource function is better interlinked with the other functions. Lack of thoughtful leaders: Department of Employment at the present moment faces issues as they have a few thoughtful leaders. They need to find out thoughtful leaders who are proactive and at the same time bring major policy changes. This would move away from the traditional boundaries to a mechanism where focus is towards creating equal employment opportunities for all. Lack of use of data and intelligence: Department of Employment at the present moment rarely used data and intelligence in identifying the capable workforce. This has limited the working style of the department as the focus is narrowed down. The need is for greater engagement from government and stakeholders so that policy formulation is strengthened. Lack of integration of technology has limited the gains which talent management programs would provide and thereby has limited the ability of organization to act on different matters. Lack of proper workforce for the future: Department of Employment hasn’t given appropriate attention towards creating a workforce which will be capable of delivering better results in the future. The working is based on present results which would require ramifications. The ramifications would help to bring even the women workforce in contention and would provide an opportunity where future development would become possible. This would translate into a workforce which is capable of delivering the desired results at all levels. Thus, Department of Employment faces quite a number of issues which needs to be addressed so that human resource function provides better results and brings about the required transformation which the business is seeking. Findings & Conclusion Department of Employment faces issues associated with integration of the different business functions which has thereby has impacted their working culture. It is seen that issues associated with linkage of different functions, talent management, ageing population, differentiation in participation of women in the workforce and lack of leaders is quite visible. It is imperative that immediate action with this regard is taken as it would otherwise have an impact on the long term future. It is also seen that Department of Employment hasn’t been able to use technology to the fullest extent possible which has thereby impacted the organizational capabilities. The overall procedure has created difficulties as the working culture and environment has been impacted. Lack of proper procedures and process which aims at long term policy integration has impacted the working style of Department of Employment and has made the entire process of carrying out activities to be futile. The analysis in relation to the literature review highlights the need of planning and identifying the correct talent both within and outside the organization. Working on talent management has been stressed in the literature review. This has been followed by understanding the role and importance women can play in the workforce and the manner in which overall results will be impacted if it is considered. This thereby implies that the organization has to look at major ramifications so that the different issues are solved and learning from past research and studies are adopted so that productive results can be achieved. Recommendations Department of Employment based on the present condition should look at the following measures Increased use of technology and integration of the entire process so that focus is towards identifying talent for the future and developing process and mechanism which would integrate the different departmental functions. This would help to bring about the changes that the work culture requires and would help to identify correct talent. Increased participation of women in the workforce at the workforce is ageing and involving women would provide an additional opportunity to recruit the correct talent. This would help to use the different resources effectively and would help to multiply the overall gains. Identification of talent both within and outside the organization. This can be achieved to a large degree through proper talent management strategies as it would help to identify the prospective talent. Along with it building leaders who are capable of making major policy changes would be beneficial as it would help the business to move away from traditional ways. This would have long term impacts and ensure improvement in different directions Department of Employment thereby needs to focus on different areas and bring about the required ramifications so that better results can be achieved. Working on the different areas and bringing major changes would benefit them immensely as it would create an appropriate workforce for the future. References Alexander, A., Page, V. & Wentling, T. 2003. Motivation & barriers to participation in virtual knowledge sharing. 7 (1), pp. 39-56 Ahmad, S., & Schroeder, R. G. 2009. The impact of human resource management practices on operational performance. Journal of Operational Management, 21, 19−43 Clunies, J. 2007. Benchmarking succession planning and executive development. Academic & Leadership Journal, 2 (4), pp. 23-27 Cable, D. & Judge, T. 2006. Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294–311 Darling, J. & Leffel, A. 2010. Developing the Leadership Team in an Entrepreneurial Venture: A Case Focusing on the Importance of Styles. Journal of Small Business and Entrepreneurship, 23 (3), 355-371 Dalton, N. and Benson, J. 2012. Innovation and Change in Australian Human Resource Management, Asia Pacific Journal of Human Resources, 40(3): 345-362. Evans, P., Pucik, V., & Barsoux, J.-L. 2012. The Global Challenge. Frameworks for International Human Resource Management, Boston: McGraw Hill Jay J. E., & Alec C. J. 2012. Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management Journal, 26 (13), 1249–1259 Kono, T. and Clegg, S. 2011. Trends in Australian Management. Continuing Strengths, Current Problems and Changing Priorities, Houndmills, New York: Palgrave Khatri, N. 2010. Managing human resources for competitive advantage. International Journal of Human Resource Management, 11, 336−365 Pudelko, M. 2014. The End of American-Style Management?, Long Range Planning, 42, 4, 439- 462. Ross, W. & Eeden, R. 2008. Relationship between motivation, job satisfaction and corporate culture. Journal of Industrial Psychology, 34 (1), pp. 69-74 Richards, P. 2008. Succession Planning: Does it matter. Australian Journal of Adult Learning, 48 (3), pp. 143-147 Worral, L. & Cooper, C. 2001. Management Skills Development: A perspective on current issues. Leadership & Organisational Development, 22 (1), pp. 34 Read More