Human Resource Planning - Essay Example

Task 2 Explain Three HR planning and development methods and evaluate their effectiveness. Human Resource Planning (HRP) HRP is essential for an organization to ensure that the right person is at the right job at the right time. It involves forecasting the future human needs of an organization and how these will be met. Such planning is done in alignment with the strategic objectives and goals of the organization. The development and the implementation of human resource planning include staffing, appraising, compensating and training (Jackson & Schuler, 1990). It may also include programs to enhance employee performance or increase employee satisfaction or motivation to enhance the production quality. The HRP also requires gathering data to evaluate the programs and to identify any gaps that need to be filled in the planning process. Human Resource Development (HRD) HRD helps the employees to develop their personal and organizational skills, knowledge and abilities. HRD is the "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" (Rouda & Kusy, 1995). HRD includes activities like employee training, career development, performance management, succession planning, coaching, cross cultural training and needs analysis. The three key areas that Sony is implementing for its employee development include cross-cultural training, career development and professional development activities. Cross cultural training Because of the changed work environment managers have to deal with workforce diversity. Cultural diversity affects leadership, learning, communication, and work. the managers or the organization need to understand, estimate and accordingly train the employees to meet this need. This has become important as globalization provides larger markets and tougher foreign competition. In multi-cultural organizations the ethnic values differences are often neglected. Even in psychologically close cultures these differences are visible and these inevitably lead to cross-cultural conflicts (Korac-Kakabadse & Kouzmin, 1999). The impact of even subtle cultural differences cannot be ignored because it impacts the decisions, outcomes and organizational effectiveness. Human resources are essential to carry on a useful exchange with the environment and hence it is essential to overcome cultural ignorance and increase broader cultural understanding. Sony should set up a worldwide corporate university like Motorola where they impart training and development to all its employees, which includes manufacturing and operator training apart from studies and training in leadership and trans- cultural studies, technology and emerging market (Shaw, 2005). This enables each employee to be a part of the value chain, an agent of chain within the corporation and protector of ethics, values and history of the company. Career Development Career development is not being given the due importance in organizations today. The focus now is on personal learning project management and this becomes the responsibility of the individual. The individual employee feels job insecurity and lacks confidence. This should be the responsibility of the company. To chart the career growth of the individual and to plan for his retirement, to enable an employee to understand his own strengths and weaknesses, the company should have some methods like allowing the employee a paid leave for say, six months. During this time the employee is at liberty to work elsewhere, maybe even in the same company in another department, or he could go round the world to understand his own talents and capabilities. An individual can do this only when he has the security of his job on his return. Coaching, mentoring and training become job specific but this helps in the development of the employee. It helps him to discover himself and he would be in a position to give his best on his return. Training Vermeulen and Crous (2000) believe that the best way to institute quality into an organization, is to train the people to do their jobs better. Training and development includes skills which are job-related and also that are not related. This helps in motivating and enhancing self-esteem as the employees feel the organization cares for them. Motivation is essential for retention and succession planning in today’s scenario. The training should be able anticipate trends and future changes and prepare people to meet them (Anderson, 1994). The training program should not just teach people what they do not know; it should also build on what is already known. This implies that the existing strengths are further developed and they are encouraged to improve the quality of their contribution to their organization as well as their life at work. The needs therefore have to be considered keeping in mind that just assisting them in their work and careers is not enough. The training must help them achieve greater future proficiency and satisfaction. There has to be an attitudinal shift to ensure that training is more than basic skilling. Benefits for Sony Inc. Strategic HRM has become important in today’s changed business environment. Sony has globally located offices and managing diversity is a challenge. To keep the employees motivated their future, succession planning and career growth has to be charted out. Sony would stand to gain in allowing employees to discover themselves and their talents. Training also has to be seen as more than just class room coaching. It has to build on what they already know and help them and the organization grow. In addition, cross-cultural training is essential to manage cultural diversity. Task 3. Critically review how HR performance is currently indicated and monitored in your chosen organization. Sony was built on the premise that employees are the most important part of the company. The HRM process consists of four generic processes – selection, appraisal, rewards and development. Appraisal becomes essential because it enables a feedback as failure to provide a feedback can have negative implications. Without a system of feedback employees keep guessing whether they are on the right track or whether they should chart another course of path. A properly structured and applied appraisal system can help reduce distractions and promote an increased level of trust within the organization (Schraeder, Becton & Portis, 2007). During the appraisal when individual goals and objectives are aligned with those of the organization, it may reduce uncertainty. Appraisals lead to the right decision regarding the training and development needs of the employees. It can be useful in establishing and monitoring employees’ career goals. Rewards need not be in the form of pay and employees would prefer in some other form as suggested above – six months leave with pay. Sony places responsibility on their salaried employees to meet goals and keep managers apprised of the progress. Before the start of each business year the leaders have a strategy and goal-setting meeting (Kathy, 1999). The supervisors are then entrusted with the responsibility of distributing and explaining the departmental goals to the employees. The employees then develop individual goals and present them to the managers. Together they reach an agreement and then the employee commits himself for the year. The progress is reviewed four times a year and at the end of the year the employee conducts a self-evaluation which is used by the supervisor to complete the appraisal form. This gives the employees opportunity in the goal-setting program and they have a control over their destiny. This system used by Sony is effective because according to Melhem (2004) empowerment through involvement is very effective. Communication and full information is essential and empowerment leads to a culture of trust. Team work is enhanced. This system is again effective as it gives rise to role clarity and role clarity is vital whether at the managerial level or with the subordinates. Right from the beginning when the employees are involved, they feel a sense of self-efficacy and development loyalty towards the organization. Recommendations for Improving SONY Inc HRM The Sony Inc should adopt a streamlining of its organization portfolio. The company should engage in first analyzing individual training needs as every individual is different and has different potential. Based on this analysis, the training has to be scheduled and which has to go beyond the work and career. They should provide incentives and rewards which are not in the form of cash incentives. These could be in the form of added responsibilities or consider leave without pay. This sort of break away from work helps an individual to get to know himself. Analyze whether he fits in with the objectives and goals of the organization. He return empowered to give his best. The appraisal system should also be revised in a way that personal biases do not step in. Hence, appraisal should be done by at least two different managers that have interacted with the concerned individual. Thirdly, Sony should set up a corporate global university to take care of cultural diversity. Conclusion The role of human resource development in the effective strategic management implementation goes beyond the attainment of organization’s objectives and goals. As human beings are the most valuable assets of an organization, motivation is essential. Each individual is unique and so are his needs. Training is not just about job specific training but should lead to the overall growth of the individual and the organization. The right training provides the right motivation leading to retention. Performance appraisal system and the rewards system have to be reviewed as these provide motivation and job satisfaction as well. Thus human resource development is an investment by an organization that sees to the growth and effective operation of the organization. References: Anderson, G. (1994). A Proactive Model for Training Needs Analysis. "Journal of European Industrial Training" Vol. 18 No. 3, 1994, pp. 23-28 Jackson, S. E. & Schuler, R. S. (1990). Challenges for Industrial/Organizational Psychologists. [Online] Available at: http://www.rci.rutgers.edu/~sjacksox/PDF/HRPlanning.pdf [accessed 03 September 2008] Kathy, M. (1999). The rating game: getting the most out of performance appraisals. [Online} Available at: http://www.allbusiness.com/human-resources/workforce-management/308815-1.html [accessed 25 August 2008] Korac-Kakabadse, N. & Kouzmin, A. (1999). Designing for cultural diversity in an IT and globalizing milieu. "The Journal of Management Development" Vol. 18 No. 3, 1999 pp. 291-319 Melhem, Y. (2004). The antecedents of customer-contact employees’ empowerment. "Employee Relations". Vol. 26 No. 1, pp. 72-93 Rouda, R. H. & Kusy, M. E. (1995). BEYOND TRAINING a perspective on improving organizations and people in the paper industry. [Online] Available at: http://alumnus.caltech.edu/~rouda/T1_HRD.html [accessed 03 September 2008] Shaw, S. (2005). The corporate university. "Journal of European Industrial Training". Vol. 29 No. 1, 2005 pp. 21-39 Vermeulen, W. & Crous, M. J. (2000). Training and education for TQM in the commercial banking industry. "Managing Service Quality" Vol 10, No. 1, 2000 pp. 61-67 Read More