Human Resouce Management is important within an organization for managing the organizations employees and supporting the organization’s business strategy. In my role as an HRM Consultant I am bringing with me a wealth of knowledge and experience. I am a well rounded HR professional with knowledge, skills and abilities in all the Human Resources Competencies. These competencies can be outlined as (Stewart 2012): Business knowledge – I am aware in which type of industry my new employer functions. Human Resource Practices – I am well versed in recruiting, hiring, training and compensation aspects. Managing Change – I have experience in developing supportive relationships and I know how to encourage creativity in others. As I begin working for my new client, I am made aware of some common issues that I have experienced with some of my other clients – namely managing employee performance, managing change and transition, and employee’s use of social media within the workplace. These areas are common amongst most companies and I find that this new company is no different. Many companies struggle with defining clear performance expectations and ensuring that employees develop accountability for their performance.
In addition, with the current economy and the need for companies to continually downsize and change job functions, this current employer is struggling with effective communication and employee motivation while managing changes within the work environment. Lastly, the use of Facebook and Twitter is spilling over into the office and effecting productivity and the company image. Is it appropriate for me to share the HRM strategies of some of my previous employers with this new one? There are ethical dilemmas that could arise. It could be considered a conflict of interest and thus jeopardize my current employment. The decision to share information should be based on the relevance it is going to play in supporting the business strategy of the company. As an HR Professional, it is expected that I would have knowledge and ideas on how to better a difficult or challenging situation. I would not be doing my job effectively if I did not share the proven practices that have worked in the past to improve a situation. As long as the sharing of information does not divulge any personally identifiable information and pertain specifically to an individual; it should be looked upon as part of my expertise in the field. Strategy is a set of coordinated choices and actions (Stewart/2012).
There are two types of strategy as defined by the author of our study guide – 1)competitive business strategy, which focuses on choices and actions about how to serve the needs of customers and 2)human resource (HR) strategy, which focuses on choices and actions concerning the management of people within and organization. Both strategies – whether dealing with customers or managing people – follow the same three step formulation process of 1) gathering information 2) analyzing the information and making a decision and 3) implementing the decision (p.41). Within the HR strategy there are two different approaches one could use to customize the strategy for the business. They are the universalistic approach which seeks to identify methods of managing people that are effective for all organizations and the contingency approach which seeks to align different ways to managing people with different competitive strategies for producing goods and services. Within the universalistic approach you find bundling of human resource practices into one of two areas – control strategy (which seeks to standardize things for efficiency) and commitment strategy (which focuses on empowering workers to build a strong sense of commitment).
Within the contingency approach you will find either emphasis on the group (cost strategy) or the individual (differentiation strategy). If I had to customize an HRM strategy to fit a business, I would focus on the contingency approach and work to ensure that my strategy was in line with the business strategy of the company. The HR strategy and the business strategy should work hand in hand for the success of the company. The differentiations within the contingency approach are not as important as ensuring that the approach itself matches the business strategy. In order to ensure a competitive advantage within a market it is of utmost importance that the HR strategy is in line with the business plan and strategy.
When the two work hand in hand, the employees are cultivated and the business is as well. The concept of contingency approach is fairly new, but studies have shown that when the approach to managing people is in line with the strategy of the business– the business is successful. This can be accomplished by ensuring that organizations are focusing on developing its people and treating them with value and as a valuable resource for the company. When employees are valued, it creates a win – win situation for not only the employee, but the company. Productivity from employees is gained and morale can be proven to be high when employees are valued within their workplace.
Heathfield, Susan M. What’s the Big Deal About Clear Performance Expectations? http://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htm. Retrieved October 28, 2012. McLynch, Jennifer (December 23, 2011). Managing Change in the Workplace. http://www.buzzle.com/articles/managing-change-in-the-workplace.html. Retrieved October 28, 2012. O’Neil, Megan (August 15, 2011). What Are Companies Saying About Social Media in the Workplace?. http://socialtimes.com/social-media-in-the-workplace-infographic_b74120. Retrieved October 28, 2012. Stewart, Greg L. Human Resources Management. 2nd Edition. 2012