Key HRM Plans and Policies - Example

ORGANIZATIONAL CHANGE AND INNOVATION PROCESS By [Your Name] Presented to the Committee on Degrees in [Your department] in Partial Fulfillment of the Requirements for the Degree of Bachelor of [Your course] [Your college] March 15, 2010. Table of contents Executive summary Introduction The Role of HRM Key HRM Plans and Policies HRM KEY ISSUES Scan and Access the Environment Manage HR planning activities Staffing Employee Relations     Developing metrics to match the objectives Develop detailed HR objectives, plans, metrics, and timetables for strategic change. Developing HR plans and timetables Implementation of HR ACTION Managing Resistance to Change Globalization Technology Ethics conclusion Executive summary Human Resource Management (HRM) is regarded as the policies, systems and practices, that influence employees’ performance behavior and attitudes in the work place. HR management has many roles and responsibilities that ensure that a company meet their strategic goals its future success. HRM is the key to any organization and therefore it should be able to uphold the values of the company by ensuring that they recruit employees who can grow with the company and all of the changes related to it.   In the past, it was regarded as a clerical and administrative position but today it has evolved to be one of the most important positions within any organization across the globe.   Introduction Human resource management undergoes processes of recruiting, selecting and training, compensating and appraising and developing employees to fit within the organizations culture. It is very important for the HRM to also know the laws, company policies and goals for the organization to grow and succeed in the future.  Currently organizations function in ever-changing environments. In an international economy, business organizations are driven by market trends and they are required to incorporate in their goals, the ability to change and continuous innovation to react quickly to market demands and needs. The recommendations of organizational change and innovation should put forth a clear influence on HR plans and policies. Organizational change and innovation in an organization necessitates developing HR plans and policies in various areas experiencing transition such as organizational structuring, total quality, process engineering, introduction or new production systems and market development (Armstrong 2002 : 48). The Role of HRM In all industries and companies, human capital is still the most essential and critical part of the system. The goals of all organizations are achieved or not mostly based on the crew. Therefore, organizations always have the desire to get and keep good people. Dealing with people is one of the most complicated tasks that require exceptional leading and managing skills.   That is why the human resource department was born. The ultimate mission of human resource department is to strengthen the internal power of the company by seeking, retaining and motivating employees to obtain the mutual goals of the organizations. Let us have a look at one practical illustration in reality. There is diversity in the role of human resource management today. This is due to change in technology, emergence of globalization and business ethics. Today’s organizations must keep themselves open to continuous innovation, not only to prosper but merely to survive in a world of disruptive change and increasingly stiff competition Key HRM Plans and Policies During the development of HRM strategic plans and policies, Human Resource Consultants must work with the managers of the other functional departments, in addition to organization leaders, to make certain that the programs and services offered by HRM are in line with the requirements of the organization. The strategic HR plan and policies initiates with an evaluation of the organization’s goals, missions and values to establish what is required to be contributed from each functional area of HRM. In the development of the strategic HR plans and policies, the same queries that are asked during development of the organization’s strategic plan need to taken into consideration (Bogardus 2004: 227) Where are we currently? Where do we want to be in future? How will we reach there? How will we recognize when we arrive there? This investigation recognizes the HRM issues related to plan for an organization undergoing change or innovation and identifies any process, policy and strategic adjustments required. HRM KEY ISSUES Scan and Access the Environment The initial plan and policy of HR entails gathering data to study about and comprehend all features of the environment. During this early stage of HR planning, the expertise of HR professionals is particularly significant for evaluating labor market conditions, making forecasts about how new employment laws and regulations might influence the organization, preparing managers to appropriate trends in labor relations and union activity, and evaluating the organizational culture .The specific repercussions of changes in the organizational and external environments rely on each organization’s condition. An evaluation of the internal and external environment is often referred to as organizational analysis. The aim for organizational analysis is to fully comprehend the current environment in order for an organization to facilitate the change and innovation (Jackson, Schuler & Werner 2008: 83). Manage HR planning activities These includes, forecasting of labor needs and supplies, and implementation of the HR implications of planned changes. Human resource forecasts approximate the organizations future human resources requirements. Human resource should forecast on the require ments and recommend the steps essential to meet those requirement. Forecasting efforts should center on creating an approximation of how many people with which proficiency would be required, predicting the expected supply of people and skills and executing plans to ensure that the right quantity and category of people would be accessible at the right place and moment. If the supply of people was anticipated to surpass the projected requirements, downsizing plans might be build up. If the projected requirements were greater than the estimated supply, aggressive recruiting arrangements might be build up. Hence, quantitative forecasts of future human resource requirements are an important element for an organization undergoing change or innovation. Staffing The HR plan identifies the skills and level of experience required for each position, and then identifies the labor market where individuals with the necessary qualifications are to be located. This information is used to identify the appropriate hiring practices and recruiting tactics that operate effectively to attract those individuals. The staffing plan also accesses a range of methods for filling the expected needs by examining other staffing techniques, such as outsourcing non vital functions, telecommuting and hiring short-term employees. For instance, if the organization chooses to build a new line of business, the staffing plan must be evaluated to determine whether the skills required for this new work is present in the organization. If not, the finest way to guarantee that the skills become obtainable must be established, or whether that implies hiring new employees or offering training for existing employees who have those skills. As part of this evaluation, HRM also needs to decide how accessible the skills are in the employment market (Bogardus 2004: 228). Employee Relations     An Employee relation is divided into two distinctive areas: one is the Employee Relations Consulting and Employee Assistance Program. The Employee Relations consulting is the section where the employees come to share the work related problems. After listening to the problems of the employees, the mentor will give the advices to solve the problems and continue observing the results and changes of the situation. In addition to that, the Employee Relations Consulting is also the place for employees to clear the working pressure and stress through communicating and interacting with the mentor. This is one of the additional services that the employees can get from the company. The other area is the Employee Assistance Program. This is the program that focuses on helping employees to deal with their personal problems that could cause negative effects to the work performance. In most cases, the personal problems that the program tries to help are relevant to employees’ health. After defining the problems that the employees have, the counselor will provide suggestion, support and short-term recommendations that decrease the chance of occurring adverse outcomes. Developing metrics to match the objectives Organizations need to identify the measures they will utilize to evaluate progress during transition. To track the effectiveness of an organizational change and innovation, a clear metrics for assessing progress should be developed. Assessment of whether objectives are met makes evaluation of progress become feasible. The measurements that are used to assess progress against HR objectives are often referred to as human resource metrics. Human resource objectives state in quantitative or qualitative terms what is to be achieved with regard to the firm’s human resources. Ideally, if the stated HR objectives are met, the firm will meet its overall strategic objectives. Significant change almost always involves unforeseeable sources of résistance and unintended consequences. Although these cannot be avoided, their detrimental effects can be minimized by involving the entire organization in planning for and evaluating the change and innovation process. Managers and other employees who will be affected by strategic change should be involved in developing the objectives and the metrics used to evaluate success. Monitoring key metrics of success throughout the change and innovation process makes it possible for an organization to rapidly detect when corrective action is required , as well as when key milestones have been attained and can be commemorated.(Jackson, Schuler & Werner 2008: 91). Develop detailed HR objectives, plans, metrics, and timetables for strategic change. The Human Resource Consultant should focus attention on several important aspects of managing employees during the organizational process of change and innovation. This includes the number of employees that will be required as a result of expected growth or decline, new behaviors or skill that will be required as a result of aspiring to provide higher quality service and superior levels of productivity that will be required .Hence, the HR objectives must be joined to the organizational goals and objectives along with the metrics that should be well aligned with the specified HR objectives. Once the strategic organizational objectives of a change and innovation process have been stipulated, managing the transition becomes effective. For instance, if strategic objectives call for executing a customer service strategic change and innovation, all HR policies and practices may have to be developed to ensure that employees display the behaviors consistent with customer service. Effective strategic changes and innovation process in an organization are directed by understandable objectives. The strategic organizational objectives of a major transition effort usually flows directly from an analysis of the environment and what the company requires to carry out in the time period further on. Jackson, Schuler & Werner 2008: 91). Developing HR plans and timetables For major change and innovation developments, an organization’s strategic plan can be fairly complex, with exact plans for all levels and all units entailed in the change attempt. If an organization is configured along functional departments, then each department should develop a strategic plan, if it is categorized by region, then plans for each region should be developed; and so forth(Jackson, Schuler & Werner 2008: 94). Despite of how the plan is planned, its establishment begins with a full consideration of options. After evaluating the advantages and disadvantages related with each substitute, options are made about which HR activities and policies will be modified. Implementation of HR ACTION The Human Resource Consultant can engage employees, create accountability, and control resistance to change in order to facilitate the change and innovation process. An important role for Human Resource Consultant when developing plans and polices is discovering ways to entail people throughout the organization. For a change and innovation process to be effective, those who are influenced by it must accept it. The best approach to ensure that employees take the change constructively is through early participation. Focus groups, surveys, informal conversations, and hotlines are some of the ways Human Resource Consultants can engross employees and other stakeholders in planning change and innovation process. When specifying the future objectives, it is significant to state not only what is to be attained, but also who is responsible for making the required changes. Involvement is likely to be the most effective when people also have a stake in the process. Holding people accountable for achieving the objectives of a change and innovation process can have a variety of implications for human resource management practices (Jackson, Schuler & Werner 2008: 101). Managing Resistance to Change There are various form of organizational resistance to change and innovation such as sabotage, malicious compliance, deflection, insincere agreement, among others. The reasons for such resistance include cynicism, fear and misunderstanding. The Human Resource Consultant should take a systematic and strategic approach of introducing change and innovation process to the organizational employees. Globalization According to Small Business bible, Globalization in particular has helped businesses become more profitable as people are able to share information which could have otherwise not been possible. In addition, it allows firms to conduct businesses all over the world making firms to be more productive. However, it is of great importance for the HR managers to develop a strategic plan that allows employees to become receptive to the changing environment. This can be through training them to do their jobs more effectively so that the organization can benefit. In addition, HRM should ensure that their employees are working in a happy, healthy and safe environment so that they can realize their full potential and help the organization rise to new levels. Technology Technology is another area that is making organizations compete in any market. It is very important that organization reduce their dependence on old ways of doing office operations. Organizations used old technologies like typewriters, desk top telephones, manual data entry and various other technologies that emerged to help get the job done.   Eventually computer was invented which changed the HRM operations and even continue to change even today. The modern technology involves interactive voice response, local area networks, multimedia, Internet/intranet and more.” (BNET, 1998, ¶ 2). This new technology is a must for the HRM’s in any organization because the knowledge of new technology is the key for an organizations success in the ever changing economy. Ethics Ethics refers to fundamental principles of doing right and wrong. One of the roles of Human Resources Management is to ensure that ethics are upheld at all times in any organization. Honesty is a virtue that should be upheld by any organization that is thriving to grow. Employees are vital representatives of a company. HRM should instill in them ethics that can be able to make them to have attitudes and standards that can be reflected in and out of the organization. This should be implemented by HRM screening their potential employees in a manner that would ensure that they uphold ethics and standards that are fit for the company. HR management is responsible for hiring, educating, training in ethical standards for the company and also responsible for the general ethical conduct of employees.   In addition, ethical issues are more and more important to be considered in the company. Ethics in different actions and situations are hard to be defined and identified. To implement an ethical decision-making system, the company has to build an internal ethical corporate culture. This culture consists of right things, fairness and justice approach. Relatively, the time needed to build an ethical corporate culture is not one day or one month or one year. Therefore, the ethical corporate culture has to be built gradually through various programs such as training, performance appraisal, reward and disciplinary principles. Companies should design a program that encourages employees to have the particular Company’s attitudes and behaviors. Effective employees will eventually be able to meet all the needs of the company’s clients in an honest and ethical way. Once the positive behaviors becomes habits, the company will minimize the chance of occurring human resource critical issues and the human capital of the company get more and more precious. Conclusion Organizations which successfully manage change are those which have incorporated their human resource management plans and policies with the strategic change process. Managing the change between the current state and the future state will mean the development of key issues that will facilitate the change and innovation process. This highlights the significance of the human resource element in contemporary organizations that are undergoing change and innovation process. (Armstrong & Baron, 2002: 40). HR department always is the important part of a company because every essential area needs people to perform the job and human capital is still the most important capital in a business. Effective HRM develop strongly and solidly if it focuses on fixing problems, maintaining performance and adding supportive components. References Armstrong, M., & Baron, A. (2002) Strategic HRM: The Key to Improved Business Performance. London: CIPD Publishing Armstrong, M. (2002) 2nd ed Strategic Human Resource Management: A Guide to Action. London: Kogan Page Publishers BNET (1998). Keeping up with changing technology-human resource management. Retrieved January 28, 2011, from http://findarticles.com/p/articles/mi_m3495/is_n3_v43/ai_20514404/ Bogardus, A.M. (2004) Human Resources Jumpstart. Alameda: John Wiley and Sons. Jackson, S.E., Shuler, R.S., & Werner, S. (2008) Managing Human Resources. Mason: Cengage Learning. Small Business Bible (2008). Globalization, outsourcing and human resource management. Retrieved January 28, 2011, from http://www.smallbusinessbible.org/globalization_outsourcing_human.html Read More