Human Resource Management For Top Strategies And Decision Makers

Important Actions a HR

Discuss about the Human Resource Management for Top Strategies and Decision Makers.

HR leaders have found a place at the table along with their companies’ top strategies and decision makers. The report sums up important decisions among HR professionals who have acknowledged its validity to pause and wonder. Since they have fought to change the professionalism, today smart companies do have a place for HR at the table. HR now faces challenges living up to utmost expectations. They seek in identifying and advocating for the people related business decisions (Bratton & Gold, 2012). Again the impact of Human Resource Management has a tremendous impact upon the growth especially in today’s global competitive market. In today’s scenario the importance of learning in business has reflected the theories like learning organizations and knowledge management. Considering about the rapid environmental changes it is thus necessary for employees in obtaining the relative compatibility with changes and maintaining the employee satisfaction through frequent engage to learning and teaching experiences. There we can find that achieving knowledge is a competitive advantage and employee training and so attention should be paid to each employee’s abilities. Since a learning organization is a company and deploys the capacity to learn, change and embrace the culture thus enabling every employees to acquire in a continuous manner and sharing of knowledge (Ulrich, 2013).

Now organization development is necessary and involves the process of improving organization’s effectiveness and employee’s wellbeing. It has to focus at both the macro and micro levels. HRD thus plays the role of change agent. Various roles and strategic are provisioned for HR and includes consulting with corporate strategic thinkers, help articulating goals and developing HR plans. This report basically deals with the development strategic planning to education and training programs. Here the developer develops more efficient work teams, improves the quality of management, implements the intervention strategies and develops change in reports (Ulrich, 2013). In case of learning programs the HR leaders take initiates in identifying needs of the learners, develop and design materials and other learning aids. It also helps to develop program objectives, take lessons plans and strategies where the facilitator presents learning materials, leads with structured learning experiences through the use of instructional methods and techniques. As a result for the performance management enrichment HR advices the line management over appropriate interventions to improve individual and group performance thus it provides intervention strategies (Purce, 2014). Through the addressing of HRD practices and programs it determines them effectively for changing the current and future problems. In the above process there are lot challenges for HRD and needs a lifelong learning for competing in global economy in order to change the workforce demographics.

Relationship Between Organisational Development (OD) and HRDs’ Strategic

Human resources professional understands the realities of today’s work environment. Learning from them would involve a wide range of complex responsibilities and strategic activities which are central to help achieve a successful organizational climate. Taking an interactive learning program from HR developers brings you into a real world unto the day-to-day situation of your studies (Purce, 2014). These respected HR professionals allow you to network providing a hands-on, interactive, experiential learning. This in every scope of knowledge leads to business endorsement and gaining practical understanding of the matters in and around the organization.

There are various techniques needed to build effective teams through empowering individuals. There is also a need for development and monitoring of human resource regulations which would address the new development as per the employment law. Management resource is necessary to know about the organizational development policies and development. These are most preferably designs processed for professionals who do the duties of training and development management (Storey, 2014). Training and development involves planning, directing and coordinating programs enhancing the knowledge and skills of the organization’s employees. The manager oversees the staff of training and development specialists. The managers do the following:

• Assessing the employees need for training
• Creating and managing the training budget and ensure that operations are done within budget.
• Make best use of the available resources through developing and implementing the training programs
• Updating of training programs that ensures that they are currently been established.
• Overseeing creation’s educational materials like online learning modules.
• Reviewing of training materials from a variety of vendors and selecting it along with the appropriate content
• Teaching of training methods and skills for instructing and supervising
• Evaluating of effectiveness and training programs 

Company wants promoting of productive and knowledgeable workforce in order in staying competitive. Training and development mangers work to align with the ease to meet organization goals. The managers also oversee all training programs, staffs and budgets and organize training programs that includes creating and selecting course content along with materials (Jiang et al, 2012). This training is in the form of a video, self-guided instructional manual being delivered through computer, tablets or hand held electronic type devices. The session is collaborative with employees being informally connecting the experts, mentors and colleagues. They ensure the training methods, software, systems, content and other equipment to get appropriate and meaningful. 

Now this training and development have authorization over staffs of training and development specialists like an instructional program developers, instructors or designers. They teach having various training techniques and methods to specialists. The function also includes directing the daily activities of specialists and evaluating their effectiveness. 

In order to enhance the employees’ skills and help building the overall quality work of an organization, the training and development managers confer with each department’s manager so as to identify the needs of training. Usually they work with top executives and financial officers and help identifying the matched priorities aiming taking into matter the organization goals. Apart from it they also prepare the training budgets while ensuring that the expenses to must stay within budget (Mello, 2014). Employee while their training comes across variety of learning and development opportunities which includes: courses, seminars, sessions over learning calendar, special projects, leadership development program. Job shadowing, acting opportunities, developmental transfer assignments, workshops and seminars, leading team meetings, dealing with dissatisfied customer and working with colleagues for redesigning of work process. 

Coordinator develops, design and facilitates variety of Human Resources and organizational developmental training programs. HR developer as a coordinator conducts the needs assessment for training and staff development to help enhance the effectiveness of employee performance in achieving the objectives and goals. They also facilitates programs concerning soft skills, policy, technology and be responsible for the statistical and financial reporting of ongoing training course of action. Oversees training records and manage the destruction and storage as per the organization schedules thus assisting with developing and coordinating training contract proposals. They include the use of vendor agencies for facilitators and external presenters whenever necessary (Renwick, Redman & Maguire, 2013). 

At every levels employees must work together in order to meet the needs of the community and the organization. This must be done through work behaviours and demonstrating the values. Employees also put their expectations to lead and demonstrate to the highest level of building standards and ethics (Budhwar & Debrah, 2013). 

Human Resources Managers have increasingly taken lead in the organizational change activities. On the belief of self-renewal, HRD and OD have sought to build flexible and adaptable capability for both the individual and organization. Since HR has shifted from tea and tissue reputation to demand a seat at the table with strategic functions which seeks after becoming further strategic, commercial, professional and proactive. But this shifting requires HR practitioners in delivering a short termed functional activity thereby equipping the organization in long term performance sustainability through its people. This shift shows the expansion of HR agenda so as to include every aspect of people that process to deliver the organization’s effectiveness. This include involving the right people, the right leadership, the right culture, the right change management, right people process and right organization design. 

Here we find few activities that are the Organization Development (OD) threads and include: strategic organization system alignment, high performance culture development, and change management, long term perspective and capability development. 

Therefore we find a number of things common for HR and OD. They utilize system to work together supporting the organization to pursue the long term sustainable performance. Again since the HR takes upon increasingly transformational role, the OD will enable HR to perform certain functions these are: work on organization design, analyse and improve over organization’s health, design and deliver development and learning interventions, support transformation, keep the organization fit and healthy to challenge in future (Budhwar & Debrah, 2013).

Figure 1: Framework

Source: (Budhwar & Debrah, 2013)

HR delivers effective OD through the line managers as being the primary practitioner for developing the organization. The leader must hold the custodian role for improving organization health/ performance and safeguarding. HR also needs a close working association with the senior leaders thus to turn them into commissioner those can diagnose and know their impact to improve the organization health and appreciate like an organization human system. 

HR needs an assurance about leadership capabilities that are not only transactional. Leaders require adding the ability to interpret the data to form effective, delineate organization and manage the environment. They have to make sure of the organization relevance that is aligned to organization (Kehoe & Wright, 2013). They stand sufficiently to understand the human dynamic situation making sure of the robust process existing to inspire people within the organization. Thus the leaders make sure of the organization internal capability and by matching their strategic ambition. 

Human Resource Management improves the skills, knowledge thus increasing the value of the employee in the organization. It is the manager’s responsibility and HRD to change in the organization and meet its future goal. Many at times, they create this new Organizational Development (OD) department and accelerate the change by moving management and resources for giving a specific work. In any way this changing type affect people that why the HR development specialist often get involved in OD (Kehoe & Wright, 2013). But however Human Resource Development and Organization Development cannot be regarded as one thing.

This paper gives insights to assessment for learning being drawn from recent analysis. It begins from the author describing a learning organization where employees expertly build, gain and share knowledge. Within a learning organization there is specific learning processes and practices and supportive and the leader encourages and promotes learning.

Training and development work and the work of assessment and evaluation of performance need to be brought in to the light of conceptual models of organization learning. The learning brings to the degree and represents the mental models and aspiration of clients and self. That means the goals and objectives of this training and development assumptions are made about the place within the organization to be reassessed (Gatewood, Field & Barrick, 2015). Otherwise the entire scope comes in to a more complex favour need a thorough discussion as the point of change.

Here two changes in perspective are important that involves shifting from individual learning and performance with focus to team learning and the other involving shifting in the balance between process and outcome factors (Hoque, 2013). Now the learning organization is thoroughly concerned to both this process and outcome factors.

This is the instrument that allows individual for examining the rate of learning going on within an organization. This is been divided in three key categories: supportive learning, assesses psychological safety, openness to new ideas, environment and assess experimentation, information transfer, education and learning, analysis and concrete learning processes and practices (Buller & McEvoy, 2012). Here the final section depicts over examining leadership in the organization that determines and reinforces the learning behaviour.

This assessment focuses upon achieving goals instead of determining the goal objectives. This helps in clarifying learning goals and standards both for the employee staffs and trainees. The teaching and learning methodology are based upon these standards where the trainer gives frequent and substantive feedback about the level of progress pointing to their strengths and areas of their improvement. Thus they move closer to the learning process working primarily on quality in relation to standards.

In other wards formative assessment makes goals and standards transparent through providing clear assessment criteria. It also provides feedbacks that are comprehensive, relevant and actionable and emphasizing to the learning outcomes (Flamholtz, 2012). It also closes the gap between the need about employees’ knowledge and their desired outcomes through the valuable diagnostic information accessed by generating informative data.

The areas where the formative assessment can be applied are at school and policy levels so as to identify the improvement areas thereby promoting effective and constructive cultures for evaluation through education system. Formative assessment promotes the goals of lifelong learning with greater equity of outcomes, improved learning to learn skills and including higher level of achievement (Alfes et al, 2013).

The summative assessment is shown in a periodically manner and is useful in determining the knowledge of learners or trainees. Many associate in summative assessment use standardized tests like the state assessment and also use in the classroom programs. This serves as important measure that is generally used in place of grading process. This consists of long list but few of it examples included are: state assessment, interim assessment, scores that are used for accountability.

Key statement over here is to calculate at any certain point the time student learning content standards relatives (Kehoe & Wright, 2013). Even if this information is gleaned from this type of assessment it helps in evaluating the few aspects of the learning process. Summative assessment happens too far leading to the learning path and providing information at the classroom level. This makes an instructional adjustment and intervention at the time of the learning process. It also takes the formative assessment task in order to accomplish it.

Again there are many classroom instructional strategies that form the part of good teaching. For the purpose of gathering information they apply this information in both formative and summative way (Budhwar & Debrah, 2013). The distinction paves what is actually taught and how it’s being used to inform instruction, its shares and engaging the learners.

Conclusion

In the concluded statement the objective of this report was to broadly examine the mechanism of human resource development needed to be implemented as per the regulations and budget. Now Human Resource Development focuses on matching the needs of the business within the employee development focus. It depends upon the people because of their skills that contribute in achieving the business objectives (Budhwar & Debrah, 2013). As known the HRD satisfies the company’s requirement working on the basis of human skills, motivation and professional skills. This development converts each and every employment for the mechanism of the company. It works with the notion that advantages are brought by strong employees so that HRD would provide a strong personnel representative thus improving the results in its activity.

It also reveals the complicated system intentions that would had led to motivation, compensation and development. This report is merely interpreted for managers to understand the frameworks and practical applications for a new strategic human development. It also provides a better understanding to the concepts and ideas concerning contemporary practices, various important actions of HR developer and about its managing the learning program involvement (Buller & McEvoy, 2012). It again gives a thorough explanation to organization effectiveness, productivity and employees working life in a means of discussion the relation between Organization Development and Human Resource Development. 

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