Introduction
The primary aim of human resource (HR) management is to ensure that the organization can grow and develop by hiring employees who are capable of performing daily tasks that enable the fulfillment of company’s strategic goals efficiently. BANKS Industries want to improve their effectiveness and diversity through new HR policy. This report aims to discuss the HR department’s goals, their alignment with BANKS strategic success, interaction and implementation of HR’s plan, and measurement of success.
The Basis of the HR Department’s Goals
The HR department does not directly participate in the development of BANKS’s strategic goals for the future. However, it has a vital role in ensuring those are achieved. According to Mathis, Jackson, Valentine, and Meglich (2017), the department should focus on the existing realities of the industry, as well as on changes that can affect it in the future when choosing an approach to screening, hiring, and retaining prospective employees. Thus, it is crucial for HR managers to understand how their work contributes to the BANK’s plans.
Mathis et al. (2017) state that the HR department should focus on devising and implementing the strategic plan that BANKS’s executives develop. From this perspective, the process of hiring should be based on particular strategic objectives that the company in question wants to reach. For BANKS, the emphasis is on efficiency and effectiveness, as well as on the performance of employees. Additionally, diversity and expansion are among crucial factors that should guide the HR department.
Firstly, using the strategic development plan, the HR manager should create a list of employees and their qualities that can help reach this objective. This step connects to the process of screening and hiring because through it, managers can receive primary data regarding characteristics of individuals that they should highlight when locating new staff members. Secondly, the department should be engaged in the personal and professional development of the employees by ensuring that their leadership qualities and other skills and enhanced. This factor enables BANKS to both retain high-quality personnel and achieve its objectives because as staff members gain new knowledge, they can contribute to work by offering new approaches and ideas.
Jabbour and de Sousa Jabbour (2016) provide an example of Green Supply Chain Management (GSCM) which leads to the development of Green Human Resource Management (GHRM). Due to the fact that the external environment of many industries demands sustainability from companies, many have adopted the approach. Respectively, the HR departments had to alter their strategies to correspond to the current requirements, and thus, the GHRM emerged.
The focus of GHRS is on training employees to create more environmentally friendly approaches in their work, which will help organizations in the long run. According to Jabbour and de Sousa Jabbour (2016), “human resources are key to excellent operations management” (p. 1825). The factor provides an understanding of the contribution that the HR manager has to the overall success of BANKS.
It can be concluded that the HR department of BANKS should ensure that the process of hiring and retaining staff members aligns with the company’s plan for development, which would support managers in their endeavors. Ulrich and Dulebohn (2015) state that the HR management transformed from being a lower level function to being the crucial managerial component for any company.
Therefore, the aim is to ensure that the people who are hired can contribute to the work through their skills and knowledge. Additionally, the training programs and benefits designed to retain qualified personnel should be tailored towards effectiveness and diversity. The basis of the HR department’s goals regarding their work should focus on the strategy and goals that a company wants to achieve.
Alignment with Goals
The goals described above align with the strategy of BANKS because they enable the efficiency of operations through screening for the personnel with adequate knowledge and skills and helping the company retain these individuals. According to Cherkesova, Breusova, Savchishkina, and Demidova (2016), the staff is a strategic resource for any organization. In addition, the author argues that with proper investment in the HR department and personnel retention programs BANKS can achieve competitive advantage. This would result in an increase in profits and a better market position; therefore this is another factor that aligns the chosen HR approach with the goals of this organization.
Interaction and Implementation
The primary approach to successfully implementing goals of HR management is to communicate them. According to Mathis et al. (2017), the department should disseminate data regarding objectives and specific measures within the company. It can be done in the form of a newsletter or an email, which includes all information relevant to the staff members that can help improve their understanding of HR’s efforts to improve efficiency and diversity at BANKS. Moreover, it can be useful to cite specific research or articles that individuals can read to broaden their understanding of these objectives.
The executives should be able to read this report, which would enable the understanding of HR goals and their alignment with the overall strategy of the company. The aim is to provide an understanding of the strategic direction and reasoning behind the chosen methods, which should enable commitment from the personnel and management team of BANKS. Additionally, the information should explicitly explain the role of the HR department in the organization, the questions and issues that HR can resolve, such as benefits or recruitment.
Next, the HR department should be aware of prospective challenges that can be encounter in the process. For instance, Mathis et al. (2017) state that the shortage of skilled workers is among the initial problems of HR. Therefore, BANKS may have to put additional efforts into hiring adequate personnel or offer more benefits to qualified people, which should be discussed with the executives. Additionally, it is better to introduce new programs, such as training sessions for staff members or teambuilding gradually, to avoid overwhelming employees.
Measurement
Measuring the outcomes of the chosen strategy is crucial for the HR department because it provides an understanding of errors and improvement points. Thus, through this process, the plan can be evaluated and enhanced to enable the success of BANKS. The measures should be specific and have a set timeframe, to ensure objectivity and proper evaluation. For instance, to improve effectiveness and create a more diverse environment BANKS will have to hire two more managers in the next six month. The executives should determine whether the employees were employed in a set period. Another example is training programs to improve knowledge and skills, which should be developed and carried out within the next year. The success measure would be at least three workshops for staff members, one in four months.
Human Resource Audit should be carried out to determine whether the current approach is valid and contributes to the BANK’s efficiency. According to the Pattanayak the process is based on a close observation of the company’s existing HR policies, procedures, and practices. This tool enables to evaluate each component of the department’s operations and determine whether current methods contribute to achieving success. For instance, BANKS should determine whether chooses practices for screening and hiring individuals to align with the legislative requirements, to avoid lawsuits. Additionally, monitoring the training program and receiving feedback from participants can provide an understanding of its effectiveness.
The primary focus of the audit would be to determine whether the chosen HR plan aligns with the strategic direction of BANKS. Additionally, the assessment will determine whether the activities developed by HR managers help the company. According to Ulrich and Dulebohn (2015), it is crucial to align the results of the HR department with the overall organizational performance. This requires an understanding of both internal and external factors affecting HR and BANKS. Key indicators such as some positions that were not filled and employee satisfaction with the current conditions should be included as well.
Conclusion
Overall, the HR department should base its strategy on the particular objectives that the executives of BANKS define. The primary goal of the HR manager is to enable efficiency through screening, hiring, and retaining qualified personnel for the diverse environment. Communication is the first step for successful implementation of the new HR policy. Additionally, executives should use an HR audit to determine the efficiency of operations and initiatives.
References
Cherkesova, E. Y., Breusova, E. A., Savchishkina, E. P., & Demidova, N. E. (2016). Competitiveness of the human capital as strategic resource of innovational economy functioning. Journal of Advanced Research in Law and Economics, 7(21), 1662-1667. Web.
Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2016). Green human resource management and green supply chain management: Linking two emerging agendas. Journal of Clean Production, 112(3), 1824-1833.
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. (2017). Human resource management (15th ed.). Boston, MA: Cengage Learning.
Pattanayak, B. (2018). Human resource management (5th ed.). Delhi, India: PHI Learning.
Ulrich, D., & Dulebohn, J. D. (2015). Are we there yet? What’s next for HR? Human Resource Management Review, 25(2), 188-204. Web.