Titled Practicing Strategic human Resources, the article offers an outline on people management in the ever dynamic corporate world. The background information of the subject matter is presented where the author(s) posits that recent past has witnessed a rapid change in human capital management. As opposed to the traditional human resource manager whose role was restricted to recruiting, present day managers are required to implement HR business strategies.
The article also contains the benefits that could accrue to an organization that embraces HR strategic planning. The benefits are; avoiding uncertainties, addressing issues in a timely manner, enabling leaders to focus on key objectives of the organization by giving them the necessary tools, among others. The article further highlights the steps to be followed when developing a strategic HR plan. Four questions have to be asked so as to come up with a good plan. Firstly, the HR has to ask themselves where they are. Secondly, they have to know where they want to go. Thirdly, they have to know what they need in order for them to get where they want. Finally, the team has to develop a mechanism of monitoring whether they are on track or not.
Moreover, the article highlights ways in which HR professionals can spearhead Company growth. In this section, factors such as age, economic conditions, and globalization are fully discussed.
Employee engagement is described as a methodology in which the work environment is made suitable for the workers to provide their best every single day, dedicated to the companys values, and goals, self-driven to participate to the businesss success, with improved sense of their self-development.
Engaged workers are seldom. They are unique because of their discretionary effort they relentlessly involve in their duties. They voluntarily work with passion and go beyond their work jurisdiction because they feel a strong link to the firm. They enormously contribute to the development of the company and propel innovation.
Currently, the most important question in business is the relationship between performance and employee inspiration. Low engaged workforce tends to display the following characteristics; dissatisfaction, employee disintegration, low tolerance, inconsistency, and lack of goodwill. Disengaged employees will hop from one job to the next as soon as an opportunity knocks, and are unable to endure economic uncertainties. They are also dishonest, and they cannot guarantee innovation and hard work in their responsibilities.
The effect of having disengaged workforce in an institution begins with the business losing its top brass talent. If an employer ignores employee engagement, the business will be at a loss during economic booms. Disengaged workers impact negatively on an enterprises prosperity. Perceiving employee engagement as a tactic is not only pivotal to the companys success but also important for long-term business viability. There are instances in which particular policies are not to be shared with the subordinates. Discussing sensitive information with many employees increases the probability of leakage which could also lead to wastage of resources about time and money. The disengaged workforce may need regular training, and updates to make them understand the concept. Doing this once in a while is possible but excessively can be tiresome which proves to be expensive to the company. The level of uncertainty and chaos elevates with disengaged subordinates. This occurs because it becomes increasingly difficult to identify the complicated relationship between the employees, and leaders.
There are different approaches to ensure the improvement of employee engagement in an organization. Managers should utilize the correct employee engagement survey. In situations where an organization requests their workers for their perception, they expect that implementation follows. This is different in the real world where managers gather employees opinion which is challenging to execute. The survey should be precise, salient, and executable for a given team in the institution. Furthermore, managers should also pay attention both at the local and organizational standards. Actual change happens at the local level, but it is only successful when the leaders implement it right from the top. Both the managers and the employees must be motivated to impact change at their immediate surroundings. Moreover, training of the managers, and holding them accountable on their employees engagement is vital. It is important to track managers progress to ascertain that they persist on emotionally engaging their workers. Engagement goals should be clarified daily and in realistic terms. For engagement to be lively, managers should make engagement goals applicable to the employees experiences. Leaders have had the complex responsibility of managing employees attitude to productivity. Finally, creating a culture where individual jobholders feel valued, and can be held accountable for their decisions is important.
If you are the original author of this essay and no longer wish to have it published on the customtermpaperwriting.org website, please click below to request its removal: