Human Resources\r\nManagement (HRM) is probably the only business function that has faced\r\nintensive criticism. Within as well as outside organizations, the HR is seen as\r\nineffective, bureaucratic, and highly incompetent function. Many argue that HR\r\nshould be abolished to make organizations agiler. However, under current\r\nbusiness environment, organizations need HR more than anything else. The\r\nbusiness challenges require organizations to develop new capabilities quickly.\r\nHR can do this task if they consider themselves the business partner of\r\norganizations and not just the administrative and support function. Therefore,\r\nit is important for HR Leaders and CXOs to work together to develop an\r\norganizational culture in which HR assumes the role of strategic business\r\npartner.
"},"body":{"body":"Human Resources Management (HRM) is\r\nprobably the only business function that has faced intensive criticism. Within\r\nas well as outside organizations, the HR is seen as ineffective, bureaucratic,\r\nand highly incompetent function. Many argue that HR should be abolished to make\r\norganizations agiler. However, under current business environment,\r\norganizations need HR more than anything else. The business challenges require\r\norganizations to develop new capabilities quickly. HR can do this task if they\r\nconsider themselves the business partner of organizations and not just the\r\nadministrative and support function. Therefore, it is important for HR Leaders\r\nand CXOs to work together to develop an organizational culture in which HR\r\nassumes the role of strategic business partner.
HR can become strategic business\r\npartner in four ways as explained below:
Executing Strategy - HR can help\r\nline managers in implementing the strategy. Line managers face several\r\nchallenges and uncertainties while implementing a new strategy. HR can align\r\nwith the business managers to ensure that the planning transitions smoothly\r\nfrom conference room to the end solution. For efficient implementation of the\r\nstrategy, HR should work as a bridge between top management and the employees at\r\nthe bottom of the hierarchy.
Resources Management Experts – HR\r\nshould become an expert in resources management. They should streamline the\r\nvalue chain to deliver quality products or services at minimum operating cost.\r\nThey should also provide the administrative efficiency to ensure effective usage\r\nof the workforce. Optimum utilization of manpower will enhance productivity and\r\nHR can directly add tangible value to the organization's bottom line.
Employees’ Champion – HR should\r\nbecome true champions of employees. They should actively represent employees’\r\nconcerns to the top management. At the same time, they should motivate\r\nemployees to contribute more towards the organization’s success. HR should\r\nboost the morale of employees by engaging them in various ways. The workers\r\nshould find their true well-wisher in HR professionals.
Change Agent – Today, the business\r\nenvironment is more dynamic than ever before. The organizations need to adapt\r\nthemselves to the external environment to stay ahead in the business. While\r\nother business functions are busy in delivering the value to customers and\r\nmaintaining deadlines, the HR can play a crucial role in preparing the organization\r\nfor the future. The HR can become a change agent to ensure that organization is\r\nquickly unlearning and learning to stay competitive in the long run. To do\r\nthis, the HR must have expertise in various organizational processes, and\r\nwillingness to accept new challenges.
Conclusion:
To conclude, the HR must start\r\nconsidering itself as the primary business function and not just as a business\r\nsupport system. The first step towards unleashing the HR’s full potential is to\r\nstart acting professionally and acknowledge the need to change their role in\r\nthe organization. They should be held accountable for certain business\r\nperformance parameters and start focusing on deliverables of their work. For an\r\norganization to stay competitive in the long term, its HR must lead cultural\r\ntransformations rather than using consolidation and cost cutting methods to\r\nmake the firm profitable. To boost the morale of HR professionals, senior\r\nmanagement should stop seeing HR as value-sapping function and encourage them\r\nto take calculated risks to take the business to next level.
"},"authorName":"Anthony Bergs","authorBio":{"authorBio":"Anthony Bergs is a project manager at Writers Per Hour. He always keeps an eye on the marketing sector to implement the best innovations into the strategies that he builds. He’s always open for new connections and partnerships. Feel free to contact him on G+ and FB."},"publishedOn":"2016-10-23T14:13:13.423Z"}},"pageContext":{"id":"d5dc4d92-49ab-5884-b580-7483474d4f1e"}}, "staticQueryHashes": []}