Ensure The Success Of Your Business Commerce Essay

Ensure The Success Of Your Business Commerce EssayIn order to remain in business, business owners and makeups need to take proactive steps all the time to checker that their businesses remain at a competitory edge, hence the need to strategically curb the kind-hearted resources of the giving medication to ensure boilers suit success of the business.Human resource instruction (HRM) is a strategic, integrated and retentive approach to theemployment, discipline and tumefy-being of the people puddleing in organisations (Armstrong, 2009).However, strategical Human Resource Management (SHRM) is a proactive anxiety of the employees of a keep company or organisation. Strategic humane resource management includes typical human resource components such as hiring, discipline, and payroll, and also involves working with employees in a cooperative manner to boost retention, improve the quality of the work experience, and maximize the mutual benefit of employment for both the empl oyee and the employer. (BusinessDictionary.com)This article will look at opposite models of strategic HRM, the immensity of strategic HRM, an analysis of an HRM framework, the HRM process and the development of strategies as well as an assessment of the roles in strategic HRM.Models of strategic HRMAlthough there is nigh acceptance of the idea that strategic HRM should support the strategic direction of the business, there is no agreement on the best way of doing this. Two normative models symbolize the relationship between advertize management and organisational schema. The first is explored in the best practice or universal school. The second approach, where integration between strategic HRM and organisational strategy is an essential feature, is explored in the contingency and configurational schools (Porter, Bingham and Simmonds 2008).Comparison of Universalistic and Contingency models of HRMUniversalistic modelContingency modelThere is an existence of best human resource management practices and all organisations should adopt these best practices.There are not best practices but for effectiveness, an organisations HR policies must be consistent with separate aspects of the organisation.A universal relationship exists between individual best practices and the organisations performance.The main contingency factor is the organisations strategy, or the internal and external environment which is described as vertical fit.One single practice leads to a greater organisational performance. They do not consider either synergetic interdependence relationships or integration mechanisms. legion(predicate) contingent works focus on a single practice i.e. a single practice is dependable on the other to achieve the address of the organisation.REASONS FOR THE IMPORTANCE OF HRM IN ORGANISATIONSThe human resources remains the most important as posture of any organisation and the overall importance of human resource management is to ensure that the organisation is able to achieve success through its entire workforce in order to ensure a successful business.In the area of strategy, the HR de crashment improves the organisations bottom line with its knowledge of how human capital affects the success of the organisational as a whole. Leaders with expertise in HR strategic management participate in corporate decision-making that underlies current staffing assessments and projections for future workforce needs based on business demand. It enables the organisation to strategically deal with HR issues which in-turn enables employees to work effectively in order to achieve the organisations goals and objectives.Human resource managements allow organisations to prioritize their organisational and business strategies hence attracting and retaining and the development of competent employees.Another reason of HRM in organisation also lies in its importance as a Legal requirement. The HR department of organisations ensures compliance with employment laws. They complete paperwork necessary for documenting that employees are suitable to work in the U.K.The employment laws also states that employers have an obligation to provide synthetic rubber working conditions for their entire workforce. Hence, study safety and risk management specialists from the HR area manage compliance with U.K. Health and Safety at Work Act 1974 by maintaining accurate work logs and records, and developing programs that reduce the number of workplace injuries and fatalities. Workplace safety specialists also engage employees in promoting awareness and safe handling of dangerous equipment and hazardous chemicals.HRM FRAMEWORKThe purpose of the HRM framework is to ensure the acceptance and implementation of a fair and transparent process which in-turn will retain the valuable skills and experiences of employees within the organisation. It ensures that effective consultation takes place with employees and their representatives on how these processes will be a pplied, ensuring effective outcomes for employees, customers and all stakeholders.Harvard framework of HRMHarvard framework is a strategic map to guide all managers in their relations with employees and concentrates on the human or subdued aspect of HRM. It was developed by Beer et al in 1984.This framework is based on the belief that the problems of historical personnel management can only be solved when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision which can be provided only by general managers HRM is likely to remain a set of independent activities, each guided by its own practice tradition. (Armstrong, 2009)The Harvard model outlines four HR policy areas as followsHuman resource flows recruitment, selection, placement, promotion, appraisal and assessment, promotion, endReward systems pay systems, motivationEmployee influence delegated levels of authority, responsibility, powerWork systems work design and alignment of people.Which in turn lead to the four Cs or HR policies that have to be achievedCommitmentCongruenceCompetenceCost effectivenessHRM PROCESS AND STRATEGY DEVELOPMENTHR processes are the basis for the management of customers satisfaction with Human Resources. Customers feel comfortable and their level of satisfaction increases when there is an understanding of the HR processes, how they are connected and how they interact.In order to achieve free burning customer satisfaction these processes needs to be measured and regularly monitored to identify any gaps in the processes and improve on it for the benefit of the all stakeholders.HRM processesThe HRM processes consist of the spare-time activity basic areasPlanning (strategic HR jutning, meditate design)Attracting (recruitment and selection)Attracting applicants from which to begin the selection process. This can either be from internal or external sources. Recruitment is about decision and engaging the people the organisation needs to make up its workforce. Team meetings, notice boards, intranet are methods of sourcing for people internally, and radio/TV adverts, local newspaper adverts, posters, job centre plus recruitment agencies are methods of external recruitment.Selection is assessing the suitability of potential employees and predicting which applicant will be able to carry out a job role successfully. It is characterised by the competence, experience, qualifications, education and training of the applicant.Developing (induction, orientation, training of the work-force, career development, talent management, leadership development, performance appraisal)Training the employee in order to find out the needed skills for the job.Talent management is the process of identifying, developing, recruiting, retaining and deploying talented people with special gifts, abilities which enable them to perform effectivelyRetaining (compensation, benefits)HR ControllingHR strategy developmentHR strategies set out what the organisation intends to do about its human resource management policies and practices and how they should be integrated with the business strategy and each other (Armstrong, 2009). Strategy development is about choosing the most appropriate course of action for the realisation of organisational goals and objectives, in order to achieve the organisational vision.The process of developing HR strategies involves the undermentioned stepsConduct a SWOT analysis of your organization. Determine the Strengths, Weaknesses, Opportunities and Threats/risks that affect the business and organization, focusing on the strengths and weaknesses of the workforce. The current skills of the workforce should also be interpreted into consideration in order to identify where skills and/or education levels may be improved.After the SWOT analysis, take a look at the organisations overall performance against target(s) for the previous year(s) in order to find out what how well the organisation has done or what problems, issues and/or challenges were faced. Afterwards identify factors that could be liable for any change that has taken place.Set quantitative targets by drawing up SMART objectives for the future. SMART objectives are specific, measurable, attainable, realistic and timely.Develop an action send off for implementing the HR strategy. Create a timeline for the successful completion of key objectives. As long as the strategy is detailed and also depending on how big the organisation is, options may be made available for heads of departments to choose how best to deal with issues at a departmental level.Introduce and communicate the action plan to your organisation as the overall success of the strategy lies in proper implementation. Organise meetings, discussion and training sessions for senior management to raise awareness and reinf orce the importance of their acceptance of the HR strategy plan letting them know how they will benefit from the plan on a personal level.ASSESSMENT OF ROLES IN strategic HRMThe role of human resource managers in strategic HRM is kind of bi-dimensional as they are responsible for the development of strategic solutions that promote departmental and organisational success, and also manage the functional aspects of human resources.Workplace SafetyCreating a work environment free from unnecessary hazards is a strategic role of every human resources manager. Strategic development for workplace safety entails risk management and mitigating potential losses from on-the-job injuries and fatalities. Workers compensation insurance is an area in which a strategic plan helps lower company expense for insurance coverage. Reducing accidents through training employees on the proper use of complex machinery and equipment is one of the functional tasks associated with creating a safe work environmen t.Compensation and BenefitsThe compensation and benefits structure partly stops the companys business reputation and image. Decisions made by human resources managers pay scales and employee benefits can impact employee satisfaction, as well as the organisations ability to recruit talented workers. Job military rank, labour market conditions, workforce shortages and budget constraints are factors that HR managers consider in a strategic plan for pay and benefits.Employee TrainingHuman resources managers strategic role with respect to employee training and development prepares the workforce for future positions within the company. Succession planning, promotion-from-within policies and performance evaluation factor into the human resources managers role. Training and development motivate employees, and in some cases, improve employee retention.Recruitment and SelectionEmployee recruitment and selection is also a part of employee relations though it is a separate discipline itself. Therefore, a human resources managers strategic role is to combine elements of employee relations into the employers recruitment and selection strategy.Employee RelationsThe sustainance of an employee relations program is an important element of human resource strategy. It includes salaries, benefits, health and safety, training and employee development. The strategic role of a human resources manager in this regard is to determine how to identify and resolve workplace issues that may jeopardize productivity, performance and working relationships. They develop tools such as employee opinion surveys and action plans, monitor compliance with labour and employment laws, address employee concerns, and provide training and guidance to supervisors and managers.In conclusion, the development of effective human resource strategies is vital to the prolonged existence and success of a business. In time past, personnel management was concerned only with the processing of applications, payrolls and staff benefits but human resources strategy today involves executive leadership teams consulting with human resources experts to develop complementary goals for human resources and the overall business.