The paper "Human Resource in Commonwealth Scientific and Industrial Research Organisation" is an outstanding example of a management case study. Professionals in Human resource are crucial components in the success of an organization. The jobs demand a level of competency in managing the organization’ s workforce. The status of an HR manager has dramatically evolved over the recent years in response to the manner in which organizations conduct their affairs, as their roles as business partners have increasingly been recognized. Indeed, organizations today appreciate their significance in meeting the corporate objectives (Ali, 2013).
This paper attempts to clarify the importance of HR roles, as it would be perceived in applying for an HR Manager Job (See Appendix 1). It discusses how the role of HR Manager would contribute to the success of CSIRO, an Australia-based national science agency. TASK: Explain how, in the role of HR Manager (MMM Group HR in-Business), could you contribute to the success of the CSIRO? Introduction Human resource managers are strategically placed to play an instrumental role in enabling CSIRO to attain their objectives. As an HR business partner, the HR manager participates in strategic planning to help the organization to meet its short- and long-term goals (Toracco & Swanson, 1995).
Rather than centring exclusively on employee recruitment and retention, employee relations and payrolls, as the HR manager for CSIRO, I would endeavour to add value as well as provide strategic service to the organization as discussed below. Issue 1: Performance management Human resource manager’ s role is viewed as a strategic lever that is capable of influencing the organization’ s bottom line, by improving productivity through value creation. As the HR manager for CSIRO, I would contribute significantly to improved efficiencies and innovativeness in the organization, in line with CSIRO’ s mission statement of “ delivering innovative solutions for the industry, the society and the environment through great science” (CSIRO 2013). Within this role, I would develop a performance management system that serves as a plan for measuring the performance of the employees.
As a result, employees whose performances are below the organization’ s expectations would be subsequently taken through training and development to improve their competences, thereby preventing wastage of money on non-performing or incompetent employees. Therefore, as the HR manager, I would play a crucial role in streamlining processes and reducing costs in the organization (Becker & Gerhat, 1996). As CSIRO’ s HR manager, I would partner with other departments to improve the organization’ s overall core competencies as well as achieve and sustain competitive advantage.
Indeed, the need to have the HR manager as a business partner in different departments of the organization accrues from the reality existing competitive pressures for effectiveness, sustainability, talent resources and dominance (Jamieson, Eklund & Meekin, 2012). Through training and development of the workforce, I would lead the organization towards realizing a competitive advantage through building the capacity of the organization so that it can be able to offer a unique set of services.
In the process of building an effective human resource, individual organizations dealing in a similar line of operation often compete in a war of talent. With regard to my role as CSIRO’ s HR manager, aside from hiring the most competent and talented individuals, I would help them grow and stay focused on improving their performances at work.
By balancing the recruitment of the most qualified candidates and retaining the most talented workforce, the HR manager achieves the objective of making CSIRO an employer of choice (Becker & Gerhat, 1996).