Human Resource Management - Clarissa Schoen - Case Study Example

Strategic Human Resource Management (SHRM) Student’s Name: Instructor’s Name: Course Code: Date of Submission: Background Different organizations world over do exist for a reason and a purpose. While some may be engaging in producing and selling goods for the global markets, others might be busy working on service delivery for the market and more particularly for its customers. However, the success of these operations depend on a number of factors in particular the access to its resources and their utilization. While pursuing organizational goals and objectives, different organizations rely on the available resource and the effectiveness in their use. Different resources are available for organizations and they include people, finance and technology. While some organizations may be relying heavily on their financial base to do their operations, others may be relying on technology and people to ensure that the activities of the organization are going as planned. Given the fact these resources are all important in any organization, people as a resource, also referred as human resource, have a very significant role to play in organizational performance and success (Martin-Alcazar et al 2005, p. 637). Purpose of the assessment This assessment is particularly aimed at addressing the aspect of people as an important resource within an organization with particular attention to the case of Clarissa Schoen who was appointed as a Director of Human Resources, with his new employer to be in charge of recruitment and selection, learning and development and coordinating company human resource strategies in areas like disciplining and remuneration management. This is because a number of issues had emerged since the Clarissa Schoen took office. This assessment has been informed by Nankervis et al (2011), who in their book ‘Human Resource Management: Strategy and Practice” which extensively discusses the scope of human resource management (HRM) in Australia and the pacific region and the influencing issues, the concept of human resource strategic management (SHRM) and those principles that guide HRM. Key emerging issues From the case given on Clarissa Schoen as the a Director of Human Resource in her new company, there are number of issues that related to HRM that have emerged and that have caused much stress in her quest to take the rightful position as the Director of human resources in the company. Among these issues include: 1. Inadequacy of recruitment policies in the company 2. Lack of team spirit and cooperation 3. Organizational structure and definition of roles and responsibilities 4. The process of implementing dismissals in the company Inadequacy of recruitment policies in the company First and foremost, it is clear that in the company, there has not been a clear policy on how recruitment of new staff should be done. This is reflected in the way the managers of different functions are doing recruitments with little or not involvement of the human resource department. Bray et al (2011, p. 76), argues that the HRM team has the responsibility of ensuring that rightful procedures and criterion is adhered to when recruiting in order to ensure that the organization has the required competencies and skills. Lack of team spirit and cooperation Another issue that is emerging from Clarissa Schoen’s case is that there is no team spirit and cooperation within the company. This can be noted from the way many of the functional areas and their supervisors as well as managers are operating in isolation. According to Stone (2011, p. 156), teamwork at workplace is vital in demonstrating individual commitment to the unity of purpose. However, when the supervisors show very limited interest in regard to the director of human resource calls to submit all the job descriptions and specifications for recruitment and fail to do is clear indication that the company may not be recruiting the right people to its workforce as result of working in isolation from the rest. Organizational structure and definition of roles and responsibilities Organizational structure in an organization (Nankervis et al 2007, p. 132) is important in ensuring that all functions within the organization are identified and specific roles and responsibilities identified. Stone (2011, p. 87) explains that the role essence of having an organizational structure is to ensure cohesiveness and interaction of all functions of the organization for a common goal. However, this is not the case with Clarissa Schoen. As a matter of fact, the recruitment of new staff is the responsibility number one for the human resource department with the support of respective departments. This is to ensure that they have the technical understanding of the skills and competencies that will be expected of potential recruits for various jobs (Kelly 2003, p, 149). The process of implementing dismissals in the company Employee dismissals according to Kelly (2003, p. 156) is expected to be a result of gross-misconduct by the employee and must always follow a laid down procedures to ensure that the employee is let to know under what circumstances he has been dismissed. According to the Fair Work Australia (2009), employment relationships are expected to be enacted at the organizational level and that the contract must clearly outline the terms of employment and the circumstances under which one’s services can be terminated. This is to ensure that at all times cases related to dismissals are listened to and determined fairly based on organizational contexts. Roles of an effective HR Director The role of the HR Director in the modern has continued to change with the evolvement in the business environment. In the past, much of the administration roles were being carried out by the accounting professionals who were in charge of paying the employees, administering employee benefits and keep track days off. However, with the need to recruit and retain most competitive staff, the role of HR is becoming more and more necessary. This is because a part from hiring and retaining new employees, the HR is also expected to oversee Compton et al (2009, p. 310) all aspects that are related to talent management within an organization. Strategic needs are also emerging within organizations for the purpose of sustaining businesses and therefore maintaining the kind of staff that is congruent to the company culture (Nankervis et al 2007, p. 94) is an absolute necessity. In general, with the changing work environment the HR Director is more focused to developing programs that meet employees’ needs for them to do meaningful work at workplace, ensure organizational growth and facilitate effective communication and leadership in an organization. With this regard therefore, (Martin-Alcazar et al 2005, p. 654) categorizes the role of the HR Director into three functions which include: 1. Being a strategic partner 2. Sponsor and advocate of employees 3. Change mentor Clarissa’s effectiveness in such roles Being a strategic partner according to Martin-Alcazar et al (2005, p. 633), the HR Director is expected to treat the orgnisation as a business partner that need to be treated with utmost care and professionalism. This way the director would be in a position to incorporate the internal and external partners in such away they feel involved in Strategic Human Resource Management (SHRM) activities. According to Kelly (2003, p. 160), SHRM in the contemporary society is required to transform workplaces to fit into the global context by ensuring that factors related to technology, work and jobs which are all fundamental are taken care of. As matter of fact this has not been demonstrated by Clarissa after failing to partner with other line managers after failing to win their support in the Front-Line Leadership Development Program. Further, the role of the HR Director should be to work as an advocate and sponsor of the other staff. Linking the staff with employer according to Compton et al (2009, p. 312) should remain one of the core functions of the HR Director. Despite this role, Clarissa has not demonstrated her capabilities in facilitating cordial working relationship between the line managers with the company CEO. This can be demonstrated by her move to seek permission from the CEO to confront those line managers who defy her appointments and requests. What this implies is that some of the line managers may appear in the blacklist by the CEO something that may jeopardize their jobs if the CEO decides that action must be taken against them. Finally, the Director of HR Resource has not been effective to act as a change mentor. Because of the frequent change at workplace the Director of HR is expected to be the champion of change (Compton et al 2009, p. 213) by demonstrating how the company strategic activities impact positively on the employees and the organization in terms of productivity and performance. According to Brewster et al (2005, p. 966) this is especially important in making sure that all the staff is motivated and willing to give their cooperation. For instance failure by the line managers to involve the HR in matters related to the recruitment of new staff and dismissal is lack of effectiveness to demonstrate by the Director to let the line managers understand the need to adapt to new changes. Possible solutions that Clarissa might explore 1. First and foremost Claris need to consider how the HR contributes to the development and accomplishment of organizational plan and objectives. She has to establish how the HR objectives are aligned towards attaining organizational plan and strategic goals. This requires her to deeply knowledgeable of work design system in which people can contribute positively to organizational goals and objectives. This will extensively address issues related to hiring, rewarding, recognition and strategic pay and above all development programs and appraisal systems. This however, must adhere to the prevailing industrial relations policy as outlined in the Fair Work Australia (2009). 2. Second, the director must learn to be an expertise on creating a work environment where people are motivated and willing to contribute to the organizational goals and objectives. According to McShane and Travaglione (2007, p. 417) this outcome is only possible if the process of setting organizational goals, communication and empowering through responsibility makes the staff feel part owners of the organization. 3. Finally, the Director may consider revising the policy on recruitment and retaining of employees. According to Kramar et al (2011, p. 223), an effective policy is important in ensuring that the process of recruitment is consultative and that from the onset all the employees including the line-managers are made aware of their responsibilities. This is important in ensuring that all issues related to recruitment and dismissals are addressed within the SHRM. Most suitable solution Given this analysis, it is clear that the problem is wide and it touches on a number of issues related to HRM within the business. With this regard there it is expected that the most suitable solution should be the one that addresses all these issues in totality. With that in mind therefore, it is recommended that SHRM, bears the most suitable solution to these challenges. Nankervis, et al (2011, p. 147) explains that while SHRM seeks to place more emphasis on HR plans and strategies in relation to those of the organization, on long-term basis it tends to address issues related to change in society, prevailing industrial relations policies, economic conditions and legislations and direction in the operations of the organization as technological issues. According to (Compton et al 2009, p. 210) SHRM is an integrated set of principles and practices and policies as well as strategies through which the business manages its human capital in a given organizational and social-economic contexts. Conclusion As the working environment has continued to change, also does the role of HRM professionals. This has continued to make working environment more complex every day. With this in mind therefore, it is expected that with a comprehensive SHRM program, an organization is able to address issues related to HRM like recruitment, design of duties and responsibilities and retaining of competitive employees and above all maintaining high level cooperation of all organizational functions for a common objective. References Bray, M., Waring., P. and Cooper, R. (2011). Employment Relations: Theory and Practice (2nd ed.). Sydney: McGraw-Hill. Brewster, C., Sparrow, P. and Harris, H. (2005). Towards a new model of globalizing HRM. International Journal of Human Resource Management, 16(6), p. 966-978. Compton, R.L. Morrissey, W. and Nankervis, A. (2009). Effective Recruitment and Selection Processes. 5th ed. Sydney: CCH Aust. Kelly, D. (2003). A shock to the system? The impact of HRM on academic IR in Australia in comparison with the USA and UK, 1980–1995. Asia Pacific Journal of Human Resources, 41(2), pp. 149–71. Kramar, R., Bartram, T, De Cieri, H, Noe, R., Hollenbeck, J, Gerhart, B. and Wright, P. (2011). Human Resource Management: Strategy, People, Performance, McGraw Hill: Sydney. Martin-Alcazar, F., Romero-Fernandez, P. M. and Sanchez-Gardey, G. (2005). Strategic human resource management: Integrating universalistic, contingent, configurational and contextual perspectives. International Journal of Human Resource Management, 16(5), pp. 633–59. McShane, S. and Travaglione, A. (2007). Organisational behavior on the Pacific rim, 2nd edn, Sydney: McGraw-Hill. Nankervis, A., Chatterjee, S. and Coffey, J. (2007). Perspectives of Human Resource Management in the Asia Pacific. Sydney: Pearson Education Australia. Nankervis, A, Compton, R-L, Baird, M and Coffey, J. (2011). Human Resource Management: Strategy and Practice. Cengage Learning: South Melbourne. Stone, R.J. (2011). Human Resource Management. Wiley: Milton, Queensland. Read More