To achieve maximum efficiency of the organization, management needs to use human resources evenly and competently. The fact is that individuals are the key tool of corporations. Based on this, the leader must, first of all, form a strategic approach to personnel. It is important to analyze in detail what kind of potential for maneuver the manager has in regulating human resources in the organization.
First of all, it is necessary to determine what role the HR director plays in the whole process. The human resource management system of modern organizations consists of a large number of functional areas while depending on the level of management and the goals of the corporation, this functionality varies significantly (Lussier & Hendon, 2019). At the operational level, as a rule, personnel management is carried out, which includes current personnel working with employees of the firm within the framework of labor legislation (Harzing et al., 2018). If, in an organization, along with the operational level of management, a tactical level is presented, then the scope of personnel management is significantly expanded (Lussier & Hendon, 2019). In this case, the management of the corporation carries out diagnostics and evaluation of employees with reference to the tactical goals of the industry.
At the strategic level of personnel management goes into human resource management. The management of the firm not only has information about the personnel situation but has tools to influence it, considering the strategic goals of the company (Harzing et al., 2018). The role of the manager varies depending on the level of personnel management in the plane in which employees are managed (Harzing et al., 2018). When managing personnel, the head acts in a controlling role, the essence of which lies in the timely and competent organization of personnel records management in compliance with the law.
The objects of personnel management are the process of personnel recruitment, horizontal and vertical rotation of employees. In addition, this implies the release, effective replacement of positions, and the determination of fair remuneration. When managing personnel at the operational level, the role of the manager becomes more complicated and, along with the listed above elements, is supplemented by responsibilities (Harzing et al., 2018). For example, this concerns the formation of a favorable socio-psychological climate, the development of an assessment of the personnel situation in the organization, and monitoring of emerging problems and ways to solve them in the short and medium-term.
When managing human resources, the role of the leader is transformed from organizational and controlling to motivational and stimulating. The main task is to create and develop conditions that provide a personalized approach to employees (Harzing et al., 2018). Of particular importance in the management of human resources is the creation of a system for the development and motivation of personnel, corresponding to the characteristics of the functioning of the organization (Harzing et al., 2018). A modern leader must realize that employees with a high level of professional, personal, and psychological competencies are impossible without an individually oriented system of development and motivation of personnel.
In addition, it is worth emphasizing that the leader must provide for and meet the interests of the corporation. First, human resource management directly affects the company’s capitalization (Harzing et al., 2018). The sum of all assets of the corporation is growing as the share of intangibles is increasing. Secondly, this increases the chances for leadership positions since human resource management covers several factors, such as effectiveness. This is put forward as one of the most important competitive advantages of the corporation and becomes a guarantee of its success and survival in the face of increased competition (Harzing et al., 2018). Thirdly, according to a number of experts, it is human resource management that allows companies to move from being successful to being leaders in a certain market segment (Harzing et al., 2018). Based on all of the above, it is worth emphasizing that human resource management is an extremely important area for the development of a corporation. Specialists create new products, accumulate and use financial resources, and control quality (Harzing et al., 2018). People are capable of continuous improvement and development. Their possibilities and initiatives are limitless, while other resources are limited.
Thus, it turns out that there is a lot of room for maneuver for the HR director. However, it is necessary to highlight several of the most promising trends in the development of a strategy that will give the most effective results (Harzing et al., 2018). Human resource management by a director can be viewed from different points of view:
- As a system for the development and implementation of interrelated, carefully thought-out decisions regarding the regulation of labor and employment relations at the organization level;
- As a direction of management activity, in which the human component of the industry is considered one of the most important resources for its successful functioning and development (Anderson et al., 2019). In addition, strategic goals are being achieved, as it is a growth factor.
In the case of an economic approach, the managerial priority is replaced by the training of professionals in technical terms. The firm is seen as a huge mechanism, all parts of which are strictly adjusted to each other (Harzing et al., 2018). It is worth considering in more detail the basic principles of this approach.
- Subordinates receive instructions and calls from a single person in the form of a boss;
- The main core of the work is the vertical, the essence of which is in the hierarchy of management and communication, as well as decision-making.
- High level of discipline (Anderson et al., 2019);
- Boosting morale and maintaining a general atmosphere through equality in the workplace.
In the case of an organizational approach, first of all, the mindset of the manager changes. In such a situation, specialists are regarded as a special kind of company resource and not a general labor (Anderson et al., 2019). Human resources contain a set of socio-cultural and socio-psychological characteristics, and their difference from labor resources is as follows (Lussier & Hendon, 2019). Firstly, people are endowed with intelligence, therefore, their reaction to external influences is emotionally meaningful and not mechanical (Lussier & Hendon, 2019). The process of interaction between the subject of management and employees is two-way. Secondly, having intelligence, employees are capable of continuous self-improvement and development, which is the most important and long-term source of increasing the efficiency of the company (Lussier & Hendon, 2019). Finally, people choose a specific type of activity, consciously setting certain goals for themselves.
Thus, the manager has a lot of opportunities to create and reform the management strategy for both personnel and the company. However, it is worth emphasizing that there are several more effective approaches to this activity described above (Lussier & Hendon, 2019). They have a similarity in that the individual approach is promoted as well as the individual incentive system. This leads to the fact that when choosing and developing a strategy, the manager, in any case, must consider the uniqueness of each specialist (Lussier & Hendon, 2019). This forms a general, most correct, humanistic approach. In other words, the HR director cannot view people as an autonomous tool (Anderson et al., 2019). On the contrary, it is necessary to be fully aware of both the key importance of specialists and their human side.
Based on this, one can assume the concept of best practice in human resource management. Effective regulation and recruitment of personnel include not only studying the market there but taking into account the characteristics of individuals. They include, first of all, professional and personal-psychological competencies, as well as potential incentives and motivation. A detailed director’s study of the above factors will help to correctly adjust the work with the team (Lussier & Hendon, 2019). This will lead to the fact that each position and task will be carried out by the right specialist. In turn, among professionals, there will be a desire to work and develop in this environment (Lussier & Hendon, 2019). The personnel incentive system should meet the strategic goals of the organization. At the same time, it must consider the needs of individuals, that is, it must correspond to two vectors at once. This creates a certain framework for director maneuvering, but the field for interaction remains large. Accordingly, in order to effectively implement this scheme, the director must be experienced and competent.
In conclusion, it should be noted once again that the director has a crucial role in the process of managing human resources. Despite the fact that there is a large number of competencies and opportunities for maneuver, they are limited by some limits that set the vector of development. This is necessary to ensure that the potential strategy meets both the interests of the firm and specialists. An accurate and correct approach to the implementation of personnel management will help to increase the efficiency of the organization several times.
References
Anderson, V., Fontinha, R., & Robson, F. (2019). Research management in human resource management. Investigating a business issue. Kogan Page.
Harzing, A., Reiche, S. B., & Tenzer, H. (Eds.). (2018). International human resource management. SAGE Publications.
Lussier, R. N. & Hendon, J. R. (2019). Fundamentals of human resource management. Functions, applications, and skill development. SAGE Publications.