Achieving Competitive Advantage - Report Example

E-HRM and Outsourcing Name Course Instructor Date Executive Summary E-HRM prompt changes that aim at achieving competitive advantage through the efforts of the employees, it takes place with the context in the internal and external environment in an organization. e-HRM acts as a mindset which can lead to strategic action and reactions. In keeping with Wright et al. (2004) further indicates that, it does this in its entirety or through a specific human resource strategy. In this paper, we attempt to explore e-HRM strategies. An effective e-HRM achieves what it has been set out to achieve. Theory of best fit explains that different HRM approaches is appreciate in light of e-HRM strategies in pursuance. Many company lay emphasis on the vertical linkage between human resource management and HR strategies. In references to Mason (2006), it is paramount to derive more situational specific principles and theories for competent management. This approach is imbued with a high level of determinism and has a notion that HR interventions fit in impulsion of e-HRM. The key areas in this study are where, how and when e-HRM are developed, the criteria for an effective e-Human resource strategy, the manner in e- HRM strategies are developed, and implemented. The work relies heavily on theories and principles of HRM in development of e-HRM. Table of Contents Table of Contents 3 1.0 Introduction 4 2.0 The reasons that a large organization might consider outsourcing the HR function 5 3.0 Advantages of e-HRM 5 3.1 Reduced operational cost and time 6 3.2 Risk management 6 3.3 Gain Access to Expertise 7 4.0 Remarks 9 6.0 Career management skills 11 7.0 Coaching and mentoring system 12 8.0 Conflict management skills 14 9.0 Employee health and well being 15 10.0 References 16 1.0 Introduction The management of human resources has remarkably changed over the recent past. The tasks involved in the HR department can be carried out by not only the expert HR professionals, but also the line managers, information technologies and through outsourcing (Cook et al. 2006; Cleary & Rebecca, 2005). E-HRM can be defined as “the (planning, implementation, and) application of information systems for both networking and supporting actors in their shared performing of HR activities” (Storey, 2007). This is the use of web-based technologies in providing HRM services within employing businesses. It embraces e-recruitment and e-learning, the initial fields of the human resource management, to put into use at a large extent the web- based technology. In the fundamental nature, e-HRM is the delegation of the HR duties to a line of managers and employees, who get reach of these tasks mainly through intranet and other web-technology channels. Empowering the managers and employees to carry out some choice HR duties alleviate the HR department of the roles (Marquis & Carol, 2009). This on the other hand allows the HR staff to center less on the functional, and more on the tactical elements of HR. As a result; organizations can lower staffing levels in the HR departments since the administrative burden is blanched. According Wills (2007) outsourcing comes in when a company needs expertise and/or skills and lacks them from within, and then it goes beyond its borders to get them from where they are available to solve their problems. It involves a company getting into a contract with another to offer services which could be in one way or another offered in-house by employees. This is often due to the financial advantages that come along with outsourcing. 2.0 The reasons that a large organization might consider outsourcing the HR function Human Resource Outsourcing on itself is the practice of an organization to contract a third-party organization to carry out part or all of its Human Resource obligations and activities. Many of the organizations’ drivers towards outsourcing various activities in their businesses are; access to expertise and knowledge, quality and cost cutback. HR functions can either be fully or partially outsourced. When partially outsourced, the organization maintains some power over the functions been outsourced, and may share the right to use information with the vendor. In the fully outsourced, the business depends on the service provider to perform the whole lot of activities (Lundy & Sharyn, 2009). Due to this, there is reduced responsibility for the HR department in connection to the outsourced function, and it can be minimized to only running the relationship with the vendor. There are some functions that are of key importance to business organizations, and in regards to the HR professionals they are only partially outsourced. Such functions are policy development and execution, training and development programs, performance management, and employee communication. 3.0 Advantages of e-HRM Various reasons and benefits have led to organizations outsource one or more of the HR functions. Reduced operational costs appear to be the major reason for considering HR outsource. Storey (2007) states that the financial profits are in two ways; funds are created by making the most out of the scale economies which can only be delivered by focused outsource provider. Secondly, improvements on the turnovers and outputs can be noted when quality HR policies have been put in place. 3.1 Reduced operational cost and time Through outsourcing HR functions the costs of keeping up non-revenue generating back office are abated. Wholly operational HR departments demand an extra office space and highly trained and skilled personnel. Outsourcing HR functions becomes more cost-effective other than expand to a larger location to accommodate another department. Business owners and managers lose time and money concentrating on the HR activities, which could be better utilized on outsourcing HR to allow them, get devoted to major business functions (Swansburg & Swansburg, 2002). Outsourced vendors deliver specified numbers of HR activities and this to many clients. This makes it easy for the vendors to provide quality services while spreading out the expenses. An outside vendor providing payroll services to various clients can extend the hardware, software, and the staff costs across the associated clients. This service when offered within the organization might entail considerable outspoken capital. Outsourcing helps employers and managers dedicate less time in handling paperwork and more in raising the competence and success of the workforce. 3.2 Risk management Human Resource outsourcing firms help businesses reduce risk. The laws governing employment and labor change recurrently and it can pose a challenge to the employers to keep up-to-date on parameters affecting the specific organization. Outsourcing vendors employ Human Resource specialists whose principle is to keep along with the diverse federal and state specific employment laws. Outsourced HR staff helps organizations act in accordance with these laws to keep away from grievances raised by employees. These firms also retain and inspect an organization’s policies and practices to ensure that the organization and employee’s values are unharmed. 3.3 Gain Access to Expertise In many cases, organizations look to outsource due to lack of the needed resources from within itself. Outsourcing is a feasible substitute to developing the required capability. New businesses and organizations venturing into new heights and technology need to put into considerations the benefits of outsourcing resources from the very start. The firms providing HR outsource invest extensively in technology, tactics and in people. By the virtue of working with several clients faced with similar needs and shortcomings, they acquire the relevant expertise. This specialization and expertise offer their clients aggressive benefits as well as helping them to stay away from the costs of putting up with technology and trainings. The level of service given by the outsourced HR staff is perceived to be higher. These firms also specialize in offering proficient and lucrative services. Their skilled consultancy team assures employers that their employees are getting better career directions, with the ability to better retain them for specified jobs. The outsourced staff can offer quality benefits that attract more skilled workers (Vallano, 2008). Majority of the HR outsourcing firms have been in operation for long, and have gained high standards of understanding and reputation in delivering services. These outsourcing firms are in positions to bring steady, well-vetted, premium products and practices in the market, allowing them to provide dependable services. Certain aspects of HR which can be affected by regulation changes may be appropriate since the firm providing the service is able to devote time and energy to understanding and keeping up with all the emerging rules. Outsourcing benefits an organization by freeing up time for in-house staff to focus on strategic priorities. By outsourcing the regular HR administrative tasks, the department is freed to focus on particular issues of the workforce and locate itself well with the strategic priorities of the organization. Outsourcing HR functions brings about employee development organizations can manage the effectiveness and growth of their employees. The outsourced staff exercise performance management plans to ensure employees observe company’s policies and regulations while successfully meeting business goals. These firms routinely monitor performances of employees and report findings to the management. This lessens the workload of the managers since the administrative duties have been minimized. Though outsourcing human resource functions is a cheaper alternative to staffing a department onsite, there are some inherent disadvantages to outsourcing. One of the most challenging disadvantages is poor performance. Companies outsource in order to cut costs; however, poor quality performance is often linked to decreased costs. The human resource department is an integral part of the company and any poor performance in it will impart negatively on the whole company’s image. Another challenge faced when outsourcing human resources is distance; a sense of remoteness ‘a cold distance’ is felt by employees when human resources functions are outsourced to an offsite location. There are usually delays in communications, leading to employee frustrations and the feeling of unimportance and aloofness which impacts negatively on employee morale. The thinking is that if the Human resource department is outsourced then all the other departments can as well be outsourced leading to further insecurity. Challenges occur also in recruitment when the outsourced employees are not aware of the corporate culture of the company, possessed by the regular employees. This in turn is transferred to the new employees been recruited by the human resource departments. The outsourced provider may similarly take in employees who fail to fit in the company’s culture. Business success is directly related and heavily depended on the employees’ performance, such that the company suffers when the employees are not the right fit. There sets in another challenge whereby company’s confidential and sensitive information leaks out, due to outsourcing human resources. For the outsourced company to give substance service, sensitive details of the organization’s inner workings, information on product and also the organizational structure may be required for the vendor to function uninterrupted. The possibility for information to seep out when sensitive information is been given out to an outsourced provider is usually very high. Outsourcing human resource functions may lead to relinquishing of the department’s tasks, and the company may become too reliant of the outsourced providers. Been over depended and the loss of control brings lurking behind of the operations when outsourcing no longer a choice for the company and of the vendor changes the contract terms. 4.0 Remarks Outsourcing of the HR allows one to concentrate on the core business. Businesses have limited resources, and in the same way the managers working in them have limited time to handle the numerous elements demanding their attention all throughout a working day. By using e-HRM to share responsibilities with the managers and other employees, by outsourcing the HR functions, or by using the e-HRM to fetch the outsourced HR can help shift the focus from the peripheral tasks- which are necessary yet time consuming- to the tactical areas of the business which serve the customer. 5.0 Workforce Development Strategy Workforce development is essentially a human resource’s strategy, an economic development approach which attempts to improve the economic strength and prosperity of an industry by putting its aim on people rather than business. Workforce development has progressed from an approach of focusing on problems, such as low-skilled workers or shortage of employees in an organization, to taking into account the many shortcomings of the participants and the general needs of an industry. It has previously been in two forms: place-based or sector-based strategies. The former handles the needs of people in a certain area, while the latter focuses on matching the employees’ skills to the already functional industry’s needs. Workforce development is defined as the bringing together of both the public and the private-sector policies and programs providing individuals an opening for a sustainable livelihood and helps organizations achieve exemplary goals in consistency with the societal context. Organizations that serve individuals realize that in most cases to meet the essential needs of a person through the social safety nets is a crucial factor to sustainable economic security. In such a case, workforce development is a combination of social services, community supports, job training and education that position a person for success in the workforce (Grossman, 2013). Among the key elements of a workforce development strategy, four elements will be chosen in this discussion, focusing on the nursing industry; 6.0 Career management skills Career is one’s work journey, managed by supervision, coaxing it along, setting the direction, and evaluating its course along the way. Some hospitals and health organizations offer provisions of career progression tools as well as professional development opportunities. However, an individual nurse will manage their personal career in the manner that truly serves his/her best interests by taking the long view and control. Career management has components: knowing one’s needs and wants. You must be able to put them off with comfort, feeling confident of investing the necessary time and efforts for genuine self-reflection and assessment. Secondly, take a yearly account of your nursing licensure, knowledge and competencies, certifications, interests, values and work ethics. You need to have a resume that is here-and-now tool for checking into your developments so far which supports an immediate goal. Nursing organizations create annual plans for operations and an individual nurse needs to develop and maintain an annual career plan. To keep ahead of the curve and always prepared for the development discussions; support the planning with the multi-phased performance appraisal. Researching using best resources and tools along with asking sound questions on the direction of the organization helps in, setting specific career goals for upcoming year, and setting up of the necessary steps of action towards achieving the goals. Career management has components where one is required to: identify the knowledge and skill accelerators within one’s reach like training, mentorship, promotion and transfer opportunities. Secondly, draw out the picture of your life’s expectations, the development of your skills, and the next steps of action currently and along the way. Also, configure your path in the form of career progression options. In due course, consider which nursing career paths are most sustainable for you. These can be hospital settings, community/public health settings, consulting insurance or even self-employment. Choose the path that is most important in regards to your life’s aspects. The nursing career changes with the horizon, and the organization you are working for carries out performance appraisals annually, reviewing your progress in support of their strategic goals. This however, serves to the interests of the employer and as a nurse, whether you gain benefits from it or not, should not stop there. You need to advance your career and the entry-level programs that keep pace with changing technology and systems, for the delivery of safe and accessible health care. For effective skill development, programs should be based on evidence-based interventions. In office workers need basic skills in areas like the basic science, language skills and computer literacy as do the job applicants. 7.0 Coaching and mentoring system To move towards quality of an organization, training and development of the workers becomes a comprehensive strategy. Turner (2010) a basic to the training is the identification of gaps in knowledge, skills and abilities by means of assessing needs of both the organization and individuals. Targeted training, coaching or mentoring programs are set in place to address those gaps. Coaching and mentoring come in very handy to achieve a highly motivated and skillful lot of workers. Coaching is a mutual relationship between a willing person, the client, and the coach. It requires the coach to have skills in order to facilitate meaningful conversations while allowing the client to take the lead. It is not giving of advice, but teamwork where the coach plays a role like a midwife: to give support, encouragement and help to the client through the experience and acknowledge client as the expert making it to happen. Learning begins with the coaching conversation, and new actions and practices are always the last stage in successful coaching conversations (Wills, 2007). Health coaching can be very useful for nurses, to help them assist patients in achieving their goals. Health coaching for nurses enables them to deliver patient-centered care in a focused way of communication. Nash (2010) holding promise to expand the nursing practice is coaching of the clients and patients. In the professional lives of individuals there comes times when one is not sure of the next step to take. We know the accomplishments we want to make, but the self-limiting perceptions get in the way of realizing these personal visions. The inner voices sow self-doubt and fear. It is in times like these when getting a coaching conversation is beneficial both to the individual and the organization he/she is working for. Initial training followed by effective mentoring in the nursing practice can mold one to an exemplary nurse. Mentors can have imperative effects on the new nurses. According to Barker (2006), mentoring is a process programmed to link the gap in the educational program and the real- world experience. Trust, guidance and respect cause this relationship to develop. To have effective mentoring in the nursing industry, experienced nurses should be well versed with the theory of nursing, in order to make practical applications (Hunter & Jane, 2007). Nurses should find out what the code of conduct in the nursing profession is, and carry it out on a daily basis. Senior nurses then require having quality critical thinking skills with patience, and good communication skills with the others (Jones & Ross, 2008). Effective mentoring has a positive impact on the whole nursing discipline. Nurses have the role of upholding the profession’s code of conduct, caring for others, ensuring safety to all, and continuing the nursing legacy into the future. 8.0 Conflict management skills Conflict is a discrepancy whereby involved parties can identify a threat to their needs, interests, or concerns. In the healthcare environment, conflicts are intricate since they often involve ongoing, complex relationships that are based in emotion (Grady & Kathy, 2013). It is entailed of substantive, procedural, and psychological extents to which the conflict participants respond to based on how they perceive a particular incidence. Conflict management is a process of reducing the negative aspects of conflict while increasing the positive aspects. The aim of managing conflict is to enhance learning and group outcomes, including effectiveness or performance in organizational setting. Outcome in group can be improved by managing conflicts properly (Davidson, Marilyn & Marian 2011). It is important to understand the conflict types and the way the nurses respond to them in order to identify efficient ways of managing conflicts in the healthcare environment. Poor communication among coworkers can result in stress-induced conflicts and unhealthy working relationships among nurses (Cook & Scott, 2006). Nurse-to-nurse aggression has seen more than 60% of the new graduates quit their first positions within six months. Common causes of conflicts in the nursing industry include; differing values between the nurses, competition over inadequate resources, communication failure or lack of information and relationship breakdowns. Conflict management strategies which focus on reducing stress and raising the satisfaction and retention of staff is through development of the staff, which improves communication skills and promotes healthy relationships among the healthcare givers. Conflict management methods are not purely dependent on an individual’s temperament; rather the behaviors of conflict management are partly situational (Cleary & Rebecca, 2005). In this case, the approach taken to handle the conflict is chosen to match the situation at hand. Conflicts that are poorly managed and unresolved have an impact on the individuals, organizations, and, on the patient outcomes. 9.0 Employee health and well being There exists a connection between how well we are as individuals and how well we work with and for others (Beaman, 2004). You cannot offer what you don’t have, and nurses are not exceptional on this. For nurses to promote wellness, they need to begin by taking proper care of themselves. Nurses whose wellbeing is improved can consequently attend to the needs of others better. Offering support to nurses in their profession is an essential component of quality services (Clark, 2009). Care professionals take an active role in their own wellbeing and as a result care for others as whole persons. Promoting values such as dignity, respect, and responsibility for self-care in the nursing industry helps improve communication, relationships, and overall work environments. 10.0 References Beaman, K (2004). Out of site: an inside look at HR outsourcing. Austin, TX: Rector-Duncan, Inc. Clark, C. (2009). Creative Nursing Leadership & Management. Sudbury, Mass: Jones and Bartlett Publishers. Cleary, L., & Rebecca R. (2005). Nursing workforce development strategic state initiatives. New York: Springer Pub. Co. Cook, Mary F., and Scott R. (2006). Outsourcing human resources functions: how, why, when and when not to contract for HR services. Alexandria, VA: Society for Human Resource Management. Davidson, W., Marilyn A, & Marian C. (2011). Nursing, caring, and complexity science: for human-environment well-being. New York: Springer Pub. Grady, T & Kathy M. (2013). Leadership in nursing practice: changing the landscape of healthcare. Burlington, Mass: Jones & Bartlett Learning. Grossman, S. (2013). Mentoring In Nursing: A Dynamic and Collaborative Process. New York, NY: Springer Pub. Co. Hunter, I & Jane S. (2007). Human resources outsourcing: solutions, suppliers, key processes and the current market: a case-study-based market review. Aldershot, England Burlington, VT: Ashgate. Jones, S., & Ross B. (2008). Conflict coaching: conflict management strategies and skills for the individual. Los Angeles: Sage Publications. Lundy, S., & Sharyn J. (2009). Community Health Nursing: Caring for the Public's Health. Sudbury, Mass: Jones and Bartlett Publishers. Marquis, L., & Carol J. (2009). Leadership roles and management functions in nursing: theory and application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins. Nash, M. (2010). Physical Health and Well-Being in Mental Health Nursing Clinical Skills for Practice. Maidenhead, England: Open University Press. Price, A. (2011). Human Resource Management. Andover: Cengage Learning. Service User Workforce Development Strategy for the Mental Health Sector: 2005-2010. Wellington, N.Z: Mental Health Commission. Storey, J. (2007). Human Resource Management: A Critical Text. London: Thomson. Swansburg C., & Swansburg, R. (2002). Introduction to management and leadership for nurse managers. Sudbury, Mass: Jones and Bartlett Publishers. Turner, O. (2010).The Nursing Career Planning Guide. Sudbury, Mass: Jones and Bartlett Publishers. Vallano, A. (2008). Your Career in Nursing. New York, NY: Kaplan Pub, 2008. Wills, J. (2007). Promoting Health. Oxford Malden, Mass: Blackwell Pub, Read More