Essays on The Role of the HR Function in Developing Strategies Coursework

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The paper "The Role of the HR Function in Developing Strategies" is a great example of human resources coursework.   Human Resource (HR) functions are continually being transformed to redefine the work of HR so as to enable the management to make a strategic focus on the conflicting issues of talent management as well as the organizational capability to compete in the market. At the same time, organizations are required to regulate and manage the cost of their human capital and transactional work. It is quite clear that today’ s HR professionals are obliged to face two major conflicting goals of reducing their costs and improving service delivery at a retained workforce level.

The capability to transform themselves from an operational focus to a more strategic view, HR organizations becomes more competent to achieve both goals. As a result, HR organizations make their efforts to restructure internally through centralization and shared services, use technology enhance business processes and outsourcing. Since Consolidated Gold Mining Services (CGMS) seems to several problems such as poor cash flow caused by a reduction in sales, workforce redundancies and the fear to lose its human capital.

It is imperative that the company focus on its future performance by formulating and implementing strategies to enable its position well to sustainably take advantage of predictable upswing within the economy (Stone 2010). The study examines how the Human Resource function can be enhanced to develop appropriate strategies to enable CGMS in reducing its costs whilst maintaining the desired level of human capital, the legal issues to be considered by CGMS Company in the attempt to change its employment arrangements to reduce the size of its workforce.

This is important for the company to build a solid base on which more strategically enabled services can be provided. The role of the HR function in developing a strategy to achieve the goals of reducing costs and maintaining the desired level of human capital Workforce analysis Although all employees at CGMS seem to be satisfied with their tasks, the population has grown big which exposes the company’ s weakness. It is important to note the company needs a strategic focus on human resource rather than just relying on the goodwill and trust to effectively and efficiently manage its current workforce.

The capability of a company to deliver its products and services on its strategic goals not only depends on the level of its staffing ability but also on the employees’ skills. Therefore, it will be the function of HR at CGMS Company to map the goals of every department to the agreed staffing levels as well as skills mix that the company will need to retain. Additionally, the human resource will measure the progress against such targets so as to enable the easy alignment of employee performance with the strategic goals of the company (Sanjay 2011). The human resource management of CGMS will be required to develop and implement an HR plan as a focus to deliver the required number of people that are competent to run the business.

As pointed out by Regan Badger, the Chief Information Officer (CIO) that the company seems not to value the role played by information systems in managing people but only relying on antiquated Enterprise Resource Program (ERP), it would be important for the company to introduce a Human Resource Information System (HRIS) module to help Stacey, the new HR Director to collect information on exactly what every employee is involved in for easy performance appraisals.

In order for Stacey to execute the role of toe cutter as the HR, it would be necessary to have updated information on what every employee is doing (Stone 2010).

Bibliography

Boudreau, J.W & Ramstad, P.M., (2006). Talent-ship and Human Resource Measurement Analysis: Strategic Organizational Change, Human Resource Planning, 29(1), 25–33.

Harshman, E.M, (2000), Corporate Mentoring Programs: Legal Landmines? Journal of Employment Discrimination Law, Vol. 2, Issue 1.

Nobile, R. J, (1997), Human Resources’ top 10 legal issues. A HR Focus, 74(4), 19-20.

Parisis, G. G & Sean, F, (2002), The Rights of Employees Subjected To Reductions in Force: A Critical Evaluation, Employee Rights and Employment Policy Journal, 6, pp. 324–326.

Sanjay, S, (2011), Decision Support Models in Supporting Workforce Forecasting, LAP Lambert Academic Publishing.

Stone, R.J (2010), Managing HRs, 3rd edn, John Wiley & Sons.

Walker, W. J., (2003). (Eds.), Developing a strategic HR function. New York: The HR Planning Society.

Wayne, F. C, (2005), Managing human resources: productivity, quality of work life, profits, McGraw-Hill/Irwin.

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