Organizations should consider the change from a traditional view of HR to a strategic view. In a traditional view HR is isolated from the organization, where in a strategic view; HR is interacting fully to reach the strategic objectives of the company. It is important for HR to develop a partnership with line managers to develop plans to achieve competitive advantage within the industry.
Organizations need to integrate HR into the strategic planning to identify the mission, goals, environmental threats and opportunities, as well as organizational strengths and weaknesses. Once this has been established, the organization can make goals and objectives. It is important for HR to be involved in this process to develop a clear understanding of what type of staffing is needed to meet the organizations goals and objectives. Mission should be the bottom line in an organization. (Peter Drucker)
Establishing recruiting goals is a very important task for any organization. If an organization is to hire within it is important to tie the training and development to the organizations strategic objectives. Current managers need to be compensated for training non-managerial workers to allow for effective training and development. This can be a cost effective way to develop in-house expertise if done correctly. Your mission is training and developing people. (Peter Druker) Proper learning should be available with the payboy hrm to meet with the standards of the business enterprises. The missions and goals of the organizations will be completed through them.
To have a competitive advantage of HR an organization should use benchmarking. Benchmarking allows an organization to look at a specific area within the organization that needs improvement and compare it internally or against competitors in the same industry. Once the data has been collected, the organization should look for gaps between their practices and the organizations studied. If there is an area of concern, recommendations should be made and implemented.
Countercyclical hiring is a strategic hiring practice that strong financial organizations use to hire during downturns. It allows the organization to attain a higher skilled workforce during times when they are not competing with competitors who are also recruiting. Organizations are able to avoid staffing shortages and are able to avoid competition in starting salaries.
Interviewing is the most unreliable selection tool for hiring. For this selection tool to be effective, an organization must provide a standardized list of questions that are job related and provide training for the interviewer on how to use them. Maintaining a situational or behavioral structured interview is essential to its success.
Organizational development is a process of improving organizational effectiveness. Employees are a resource that can be tapped. Focusing on building strengths and not focusing on fixing weaknesses will allow for business improvement to last.
Goal setting is an employee development tool that allows for insight in determining career paths and training needs. Goals should be attainable and set during the initial assessment interview. Managers should have periodic review meetings to provide continuous feedback for the employee regarding performance and goals.
An organization should provide training to managers that will allow them to successfully measure employee performance. It is important that managers are aware of legal issues of fairness and subjectivity of ones performance. Managers should incorporate assessment systems that are job related and important for job performance.
Halo errors occur during the assessment process when an individual is rated the same on several aspects of performance. An employee is expected to be rated high in some areas, low in others and some average. Unintentional halo errors can occur when the assessor is not able to accurately acquire performance information about an employee or store that information in their memory.
Forced distribution methods are used to place percentages of employees into several performance categories. This method is not effective in indicating how an employee can improve performance; it only compares them to other employees. Legal risk is also a concern when using this method because it does not focus on specific job-related behaviors.
Management by objectives (MBO) is an effective method of evaluating performance managers and professionals. It is also successful because it allows for result-oriented goals. MBO encourages employees to be innovative because they are involved in the goal setting process and are able to decide how they will meet those goals.
Retention management is a very important program that needs to be established in any organization. One method that is commonly used is an exit interview when employees that quit. Typically the interview is conducted by an HR professional who gathers the information for analysis. The organization will have a clear understanding as to why employees are quitting and will be able to target retention initiatives.