Key recommendations and development plans
Developing plans in HR is a sure way of achieving HRM objectives hence ensuring higher productivity among employees. Bratton and Gold (2007) assert that the development of HRM plans to attract, recruit utilize, develop and retain employees of the desired quality, and quantity for the present and future cannot be overstated (p. 166). Marchington and Wilkinson (2008) list four reasons why doing development plans in HR is important (p.159).
First, planning is recommended because it helps employers to recognize the explicit link between HRM plans and business strategies for easier integration. According to Sims (2007), planning also helps employers in tracking costs and stemming from any excesses that may be associated with the implementation of HR policies (p.84). It also helps employers get a clear picture of employee attitudes, skills for easier integration of strategies. Finally, planning helps in the profiling of employees on the basis of demography for easier implementation of equal opportunities policies.
Development plans for employees largely depend on individuals rather than the organization (Sims 2007, p. 391). The plans that HRM will put in place will depend on the career goals of the employees and if they are willing or planning to stay in the company in the long-term. Brewster and Harris (2001) say that in multinational organizations and in fact other medium-sized firms it is standard practice for employees to develop their own development plans (p. 154). An individual-focused plan, therefore, is adequate for HRM development as employees take up their own responsibility in drafting their plans in sync with organizational objectives.
Enhancing service delivery
Erusmus et al (2005) say that it’s important to develop individual talents as they contribute immensely to organizational growth (p.90). Retention of the pool of talent is most critical for an organization. Some level of flexibility is needed in HRM management so that bureaucracy is reduced. Flexibility also allows HR managers to do away with outdated practices such as tight control of employees and employees having no say in their affairs.
Lawler (2004) identifies four components that have to be observed so that service delivery in HR will be enhanced (p.156). That essentially means HR focusing on HR. It includes; the alignment of HR strategies with those of the business, enhancing the capabilities of the HR and its employees, execution of the service delivery model of the HR while at the time evaluating the performance of the HR. Lawler (2004) further says that improved service delivery is achieved through the development of leaders, HR customers and also improving change management capabilities.
As an individual, it will be important to ensure that HRM planning is carried out and more importantly, ensuring that the plans that are laid down are followed and implemented to the letter (Wagen 2007). Another important aspect of HRM that comes out in section one above is the importance of individuals. It is only beneficial to ensure that the employees of an organization are dedicated and have long-term plans to stay with the organization (Hendry 1995). This is the long-term will ensure low turnover and high levels of retention of the workforce. Employers should also ensure employees have a say in the development plans that are formulated. Their participation is important since the plans affect them directly.
Setting and delivering strategic objectives within the organization
Marchington and Wilkinson (2008) quoting Grant (1998, p. 3) say that strategy is in whatever sense and perspective is about winning (p.8). This not only applies to management but also in HRM. Winning, in this case, means the HR is able to maintain a low turn over rate, maintain high morale among employees for the achievement of corporate goals, and high productivity.
Though it’s highly unlikely that an organization can adopt an individual’s idea in its entirety, personal ideas can go along way in shaping the setting and delivery of strategic objectives of an organization.
Ensuring that objectives are set and a plan of action is laid down is critical to the success of HRM strategy. According to Armstrong (2009), strategic objectives go hand in hand with a roadmap on how they will be achieved (p.123). Putting in place a plan of action is not enough (Storey 2007, p.263). It’s important to ensure that the plan that is proposed is workable and can in fact deliver the specific objective within the provided time frame.
Clear differentiation of HR objectives and HRM will be crucial to the success of strategic objectives. Armstrong (2009) adds that HR policies guide HRM in formulating and implementing policies about employees. The strategies offer the basis of strategic plans and while enabling an organization to measure to determine the progress of the strategic objectives. As an HR practitioner, it is important to ensure that the above adhered to (124).
Besides the above, it’s important for one to ensure that proper talent acquisition and management and continuous improvement of employee qualities are done. Retaining the pool of experience is critical to corporate survival.
References
Armstrong, M. (2009) Armstrong’s handbook of human resource management in Practice. 11th ed. London: Kogan Page.
Bratton, J. and Gold, J. (2007) Human resource management: theory Practice. 4th ed. Basingstoke: Palgrave Macmillan.
Erasmus et al. (2005) South African Human Resource Management for the Public Sector. Cape Town: Juta & Co Ltd.
Harris, H and Brewster,C. (2001) International HRM: contemporary issues in Europe. New York: Routledge.
Hendry, C. (1995) Human resource management: a strategic approach to employment. Oxford: Butterworth- Henneiman.
Lawler,E. E. (2004) Human resources business process outsourcing: transforming how HR gets its Work Done.San Francisco: Jossey Pass.
Marchington, M & Wilkinson, A. (2008) Human resource management at work. 4th ed. London: Chartered Institute of Personnel and Development.
Sims,R.R. (2007) Human resource management: contemporary issues, challenges, and opportunities. New York Information Age Publishing Inc.
Wagen, L. (2007) Human resource management for events: managing the event workforce. Burlington: Elsevier Ltd.
Storey,J. (2007) Human resource management: a critical text. London: Thomson Learning.