The recruitment of resources holds the key area of functioning in the human resources strategy of any business. The growth of the organization depends on the utilization and proper placement of resources as par of its strategy. Every organization strives to spend considerable amounts in documenting human resources functions as the rightly developed resource contributes on a higher level. The recruitment of the fresh resources poses several key challenges to any firm. The resources need to be well equipped as per the human resource training and development plan. This methodology provides all the necessary functional information to the resource to manage the day-to-day work and attend to tasks independently.There is considerable importance attached in any organization on the training and development as the individual resources provide valuable insights and take part in the growth of the business. Though the business progress evolves around the environment in which it operates the functioning and observance of human resources strategy and its update immensely helps the firm. The human resources strategy comes in handy for the organization to be identified among its peers and symbolizes to the cherished values that it subscribes to. Many of the firms who extend support to causes like environmental concerns operate beyond their business goals to work with society. This will be done by incorporating such noble thoughts and ideas in their business development plan. This enables the employees to identify them with such causes and work towards their success.The growth of the companies depends entirely on the functioning of human resources and how fast they react to the changing situation in which they are operating. Any unskilled person if given proper training as part of human resources training and development program of the company, such resources deliver higher returns to the company. Though in the short run it takes a lot of time and attention in honing the skills of individuals is necessary, such focused approach moulds the individual to develop character and to attend the tasks enlisted by the company with confidence.The driving force behind all the good work will have an intricate design and a well crafted human resources strategy ensures that the trained resources deliver on their targets in a specified time-frame. As the human resources training and development involves considerable costs to the organization, the training must identify measurable targets for the individual resources. Each time when the resource completes a task, the results must be shared. As the scope of training enshrines guidance, a trainer must identify quickly the areas of improvement and continue to guide the resource to get expected results. The close observation and guidance ensures better results and the returns on the investments made in its development will help the company to make gains in its business. Well informed and trained resources will be able to function independently in all areas of business. This will help the company to plan and assign tasks that require independent functioning of the resource. A trained person brings measurable returns that the company expects and incentive such contributors working for business growth.
Prelude: The Evolution of Human Resource ManagementFrom the dawn of the Computer Age to the birth of the Internet, technology and business have evolved with unprecedented speed. Technological advances have produced competitive advantages. However, competitive advantage is no longer achieved or maintained solely by technological innovation.With the rapid ability of product developers to create new products, the only remaining competitive advantage in business to capitalize upon is not technology, but people. Simply put, those firms attracting and retaining the best people and making the most of their human resources will thrive. Those who don’t, will not.As an increasingly competitive world forces business to change, adapt and respond more quickly, companies are reconsidering the very essence of how they conduct business. These demands produce new expectations of how people contribute to organizations. People must possess greater knowledge, play new roles and operate to higher standards of performance.The New Role of Human Resource ManagementBecause the emphasis today is on people and what they can bring to the business, it’s only natural that the Human Resource (HR) function would one day reexamine how it supports a firm’s business plan. That time is now. Once merely thought of as the organizational police, administrators or the company store, the Human Resource function is finally becoming a true strategic business partner in progressive companies.Some say HR’s mission is to add value. Regardless of its characterization, the new HR role is to make a business more successful. Just like the order of movements in a symphony score, a business and its objectives must first be understood. The HR function, long associated with understanding and working with a company’s human element, is well suited to apply and integrate its organizational knowledge with the strategic business plan for maximum impact. The net result? The new HR function can now contribute to the success of the firm in ways which weren’t possible in the past. In fact, the new HR role is so different, it deserves a new name – Human Systems Management.What Is Human Systems ManagementHuman Systems represents any organizational system in which the role, impact, and reaction of the human element are of critical importance. Human Systems Management encompasses much of what Human Resource Management has become, and more. In it, the HR function is re-creating, redefining, and essentially retuning for the Post-Modern and Information Ages. The system may be exclusively human (e.g., the process of team building) or sociotechnical (i.e., the interaction of people and technology). It may involve the redesign of work or the design of new pay systems to improve employee satisfaction and organizational performance.The key element is, and always will be, the human element. The desired outcome is twofold: improved individual as well as organizational performance. At its core, however, is business strategy.New Knowledge, New OpportunitiesThe Human Resource function, with its overall view of the business, has a great opportunity to capitalize upon and synthesize the new knowledge we have gained about organizational behavior.For example, we know that employee involvement is vital to the success of many companies and business programs today. People who do the work know the work best. They should participate in decision making that affects their jobs, workplace and livelihood. People, therefore, will acquire skills by choice, if given the opportunity.We also know that well-designed jobs and pay systems encourage skill acquisition and increase job satisfaction. In addition, we have learned that teams of people can be self-directing with equal or greater effectiveness than supervisor-led groups. When people are self-managing, the challenges and the rewards of achievement increase the meaning of the work they do.The HR Department must also reexamine its traditional role. For instance, roles like Employment, Compensation and Training are performed in new ways to free the HR department to focus on other value-adding activities. This can be achieved through outsourcing, internal consulting, automation, the assumption of HR functions by line management, leaderless teams, team-based decision making, self-guided computer training, the Internet, reverse interviewing, as well as other strategies.The result? The new proactive HR function can act more like a strategic partner.A Strategic Partner for Human Systems ManagementBut how can organization’s move forward from Human Resource Management to Human System Management?They should seek out a strategic partner who specializes in Human Systems Management. This allows the partner to orchestrate new strategies that will enhance a business’ chance for success and to serve as a centralized resource for data and ideas.The strategic partner should not only provide a level of professional expertise usually found only in larger, more costly consulting firms, but also form more personal working relationships with an organization’s management team. This means that management can then always depend on the strategic partner’s ongoing availability and support.Specifically, a strategic partner can help orchestrate the transition to Human Systems Management by:- serving as an organization’s entire HR function where none exists;- complementing the role of small HR functions in mid-size firms;- and consulting with larger, well-established HR functions on new ideas for improving performance.The Finale: Working in ConcertToday the challenge of Human Resource Management is to integrate the best traditional approaches with new and innovative techniques and strategies of Human Systems Management. When these elements work in harmony, and with the firm’s strategic plan, the organization becomes the beneficiary.
However, a business needs to work under the guidance of a skilled orchestrator. Therefore, it is essential that a Human System Management consultant work in concert with an organization’s leaders as a strategic partner to create Human Resource programs that align the efforts of people with the employers’ objectives to achieve common goals that will benefit everyone.Some call this “organizational synergy.” In reality, a simpler way to think of it is organizational success.