Strategic HRM

If an organization is already established and wants to become an “effective learning organization” they have to take into account their relationship with their employees at the time they make this decision. If the employees who currently work for management are not “self-energized, committed, responsible and creative beings” (Kinicki, 2012) (or any combination thereof) like McGregor assumes, they will not be able to jump in to some of the activities that leading organizations are doing. Managers will need to understand that if they developed an environment where management is superior and the employees are workers, any part of the human relations theory will not benefit them quickly. Managers will need to gain the trust of their employees and actually listen to their emotions.

Learning and Development (L&D) is considered a significant function of the Human Resource Management (HRM), which is related to the activities performed in an organization, which aim to enhance and advance the performance of the group of employees and the individual employees in the considerable settings of an organization. This essay discusses the key issues that occur during the process of Learning and Development (L&D) and elaborates a literature review based upon the findings of Learning and Development (L&D). This essay is designed to encourage strategic thinking about learning, development and knowledge creation and management, and provide basic of understanding regarding the contribution of Learning and Development (L&D) in the field of Human Resource Management (HRM).

I understand Human resource development as the proper preparation of employees for their positions and future growth. Workers are an asset to a company and businesses hire people who they think will better their occupation and in the end, reach the company’s goals or earn them more profits. However, most of the beginners on the job will not be ready to dive right in to workplace and will need a proper training before they are let loose. Disregarding to empower a company’s own workforce can in the end, be extremely detrimental to a business. It is so important that a company

Organizations’ success is relying on the critical value of human resources. Competitive advantage can be earned by giving more effective utilisation of human resources in organizational context (Guest, 1987). When the organisation becomes a success, it will spring from organisational capabilities such as speed, agility, employee competence and learning capacity but it is an issue to achieve these organisational capabilities (Leonard-Barton, 1995). A lot of people arguing the traditional training function with focus on operational level are not compatible with the organisations’ demands for core competency in new economy (McCracken and Wallance, 2000).

Employee training and development is the key to the success of an organization. It is the role of the Human Resource department to provide employees with the information and tools needed for training and development, and to ensure the success of organizational development. Training and development of employee is benefits the organization by ensuring the organization able to adapt to every changing economy and industries. To ensure the organization is able to meet these changes, the human resource department designs and develop programs that meet the needs of the organization.

Propose how you would ensure the HR strategy is in alignment with the business strategy.

Human Resource Development is vital for an organisation that would like to be active and productive. Human Resource compared to other resources, it has a rather absolute hidden capabilities. This can be used in development of people. Human Resource Development helps to readjust to changes through the development of human resource in terms of ability and skill so Human Resource is needed to cultivate the change in external environment of an organization. (Accounting-Management, 2015) It is a methodical process in which individual or groups are cultivated to obtain new competencies and make them more independent and enhance their effectiveness in realizing their goals.

Both findings have truth to them. Not all organizations have accepted HR as a strategic partner while others have already seen the impact of HR to the line of business thus is at point where investing in HR is the focus. The HR function itself has changed over the years due to external and internal forces which have ultimately required HR to transform from a preemptive approach to a more strategic approach focused on future opportunities (Practicing strategic human resources, 2015). It is critical that HR develop its normal initiatives in total rewards, recruitment, etc. with a broader mindset and this strategic way of thinking is how HR can integrate the employees of the organization and create solutions to help accomplish the organizational goals. Surprisingly, neither research findings addressed how various workplace challenges like increasing health care costs and issues with the make-up of the employee population, will impact HR’s strategic planning initiatives (Practicing strategic human resources, 2015). As long as HR is able to stay informed and ahead of any workplace challenges, they will be able to utilize the information to their advantage and integrated it into their

Topic 2; Week 3: A strategic approach to HRM; The Context of HRM (cont’d); HR Planning.

The role of training is based on providing the specific skill sets and operational abilities to increase performance standards for an organization. Human resource managers are required to understand the various types of training processes, which can help at the microcosmic and macrocosmic level of advancement for the employee or manager. These skills are essential to having a continuing dialogue on improving employee performance and encouraging growth in various levels of the organizational platform. The role of training can also teach new skill sets to already advanced employees, which involves keeping abreast of new innovations and developments in the firm’s competitive stance in

Learning and development in the context of organizational development is having an essential role in achieving strategic human resourcing outcome. From attraction and retention, to development and utilisation of human capital, Human Resource Development (HRD) is the centre of strategic focus in HRM. This essay aims to present and discuss a strategic model of HRD activities in organisations.

Training represents an organization’s planned effort to enhance the skills, knowledge and abilities related to the job with a view to improving its overall performance. A variety of options are available to the HR manager and practices vary between small and large organizations. Common training practices include formal classroom training, on-the-job training, mentorship and other informal methods, and specific training provided by suppliers and other external parties (Hargis & Bradley, 2011).

Out of three barriers, business is the strongest barrier, because HRD evaluations are more focused on the effectiveness of past training programs and less focused on long-term goals. Next, the technical barrier is related to HRD being defined in approximations and not in accurate financial terms. Lastly, the analytical barrier means that not every training program is successful and yields profitable results. Even though evaluations contribute to program improvements, it is unknown how long that takes. It is also unknown what theories can address the analytical barrier.

Knowledge creation, transfer, continuous learning and innovation as can be seen in figure 3, are key components in for a company to gain competitive advantage over their competitors. In order to achieve the competitive advantage, HRM must view employees as resources and human capital (Boud and Garrick 1999), the objective is to harvest the employee’s potential by offering it an environment and learning resources which help to create new unique ideas.

Organization as a system use different types of resources including materials, finance, information, and human resource, among these resources human resource is the engine that helps the organization to meet its goal. As this time to be in copes up with-the competitive environment, organizations require making a decision of choosing appropriate training and development strategies to capitalize its human resources. Human resource training and development is a key factor for organizational success and effectiveness. Carefully designed and executed training is not a cost but an investment with encouraging returns and an instrument for preparing the staff for further and sustainable development. (oljira 1999:14)