Can HRS be a strategic partner to the business? The article have chosen Is around the question whether ‘HRS can be a strategic partner to business’ and how? One of the reasons I chose this article Is because during our combined class with the Temple Executive MBA batch, we realized that a lot of business people do not consider HRS to be a strategically thinking department. It was quite surprising as well as shocking to hear that, according to business, HRS Is considered a clerical and administrative domain.
This article talks about why businesses perceive HRS to be non-strategic, what failures organizations had to go wrought due to lack of HRS involvement or HRS strategic partnership and it also talks about how we can help HRS to become a business partner. This Is an extremely important article for us as HRS practitioners because as market demands continue to change, organizational success will hinge on HRS ability to connect human capital decisions with business strategy.
HRS will need to stop clinging to traditional processes and inefficient silos and move toward an integrated approach that links work and people to business results. The case for HRS being a strategic partner is becoming stronger, as it rests on the reality hat human capital and how it is organized are increasingly pivotal to organization effectiveness. There Is ample evidence that how human capital Is recruited, developed, organized and managed has a direct and strong Influence on organizational performance.
Today HRS does have a role In strategy but that It Is usually onto full partner. The most common role Is the Input role’ where most of the times HRS Is only asked for data and opinion when formulating any strategy. HRS needs to do more than Just understanding the business; it needs to establish specific inspections between business issues and how human capital affects them. There are instances quoted in this article where mergers have failed or new business set ups have turned to be costly due to non-intervention from HRS.
This article talks about STEPPED model which comprises of Social, Technical, Economic, Political. Environment and Demographic factors which an HRS professional should be aware of. The STEPPED model aims to help HRS leaders identify and think through external trends that may impact their company, understand these trends’ business implications, and develop and prepare appropriate HRS responses. In this way, HRS can help an organization reduce the negative impact of external trends and factors.
As per Allies Tucker, APPC Blob, 2013, some companies view the HRS function as “the department that hires, fires, and keeps the beer cold at the company picnic. ” HRS isn’t given the opportunity to demonstrate how much more they can offer. HRS Is considered to be a monoester facing, backbend department whereas HRS if positioned strategically in an organization can be a critical contributor to the organization. The need to align HRS with the business has become more urgent than ever.
Financial markets exert relentless pressure for growth, especially In emerging efficiency, resource conservation and regulatory compliance have become issues for almost every organization. Turnover among top talent is expected to increase in 2012; globalization is requiring stronger regional HRS capabilities; and demographic shifts across the world are dramatically affecting availability of qualified people (HOB blob, 2012). So what is it that HRS managers can do to become more visible in the eyes of management or what is it that HRS can do to be seen as a strategic contributor?
Analyzing the role of diversity in an under performing community program, unit, or department
Analyzing the role of diversity in an under performing community program, unit, or department.
Description 4-5 pages that analyzes the role of diversity in an underperforming community program, unit, or department, outline a plan for providing ongoing training on cultural awareness, inclusion, and sensitivity to current employees. 1. How minorities respond to health care in their communities. or 2. Bridging the gap with healthcare in minority communities. Needs 3-5 current, scholarly or professional sources. Answer: how a leader develops a diverse workforce, where to look for more diverse employees, how to post job ads, what will the interviewing and hiring process look like, who will do interviewing, what kind of incenitives How to address issues related to diversity that result in conflict. Outline a plan for the ongoing training and professional development of existing staff in cultural awareness and sensitivity. Determine the influence of effective leadership on the development of a diverse and culturally competent workforce. *Explain the importance of cultural competence for leaders in an organization. Explain how the academic and research skills develop as practitioner scholar can serve in a role as an effective health care leader. *Explain how those skills might contribute to credibility and effectiveness as a leader. * Explain how those skills might prepare to lead a diverse workforce.
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