Human Resource Management Strategy

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Human resources management includes the recruitment and recruitment of workers who are considered the brightest, and then rewarding them with pay, training, rewards and the required growth to become a successful employee of that company. The main distinction from proactive management of human resources is that it streamlines and combines all roles with departmental priorities and organizational objectives (Schuler & Jackson, 2008). Furthermore, any HR that puts into consideration strategic management, also take cognizance of the fact that the objectives of the organization they are working for, are aligned with its vision, mission, goals and values.
Delving deeper into strategic human resource management, it has much more that needs to be understood and put into practice. It identifies with the good practice of spotting, attracting, giving capacity, rewarding people, and with the ability to retain employees (Daley, 2012). All this is done with mutual benefits to both the organization and the employees. The HR personnel that have incorporated strategic human resource management in the organizations that they work for do not work in isolation with other departments. They do sufficient consultation and interaction with other departments with a view of establishing their goals and objectives. After that they endeavor to ensure that they are all aligned to the overall company objectives. The practice actually taps into the talent and strengths within HR department and then uses it to streamline other departments to achieve better results.
Human resource management has the future that one cannot simply write off. With the ever-growing pool of labor market, there is a need to ensure that there are enough personnel who will manage and streamline the productivity of the organization by matching the relevant skills that the different employees have with the tasks that they can effectively perform. With changes in time, the priorities and needs of various organizations keep changing. Such dynamic changes would also demand that the human resource managers get a new challenge to tackle within an organization which cannot be solved by any other profession. The new work requirements that change in technology and time require the input of HR managers to match them with the people who have such skills.
Furthermore, there are certain trends in the market today that are likely to take place in the future. That means human research managers cannot be left out of any organizational plan, be it for growth or change of technology. Some of the trends include Big Data. In the past, big firms dealing with financial services used to hire people who were good at sales or who had performed well in mathematics at the university. What followed is that they got the job done. However, there was a need to get someone who had the ability to tell the story regarding the data. That dealing with huge data alone was enough without someone who had the capability to tell the story behind the data. That is the work of HR and since it is a future trend, they will still have a role to play with future trends and market dynamics.
There is also an issue of generational diversity that is becoming real to many work area organizations. It cannot be denied that within an organization the work force consists of both the older and the young generation. In the most instances, one would find that it is the older members of the work force who have immense experience, knowledge and tactics of doing the work better in an organization than the younger generation. It, therefore, becomes crucial for the inter-generational skills transfer to take place. Getting these groups organized themselves on their own is a huge challenge. The only department that can coordinate this task within an organization is the HR department. That means that in the future there will always be need of a human resource manager at the firm to facilitate transfer of skills from one generation of employees to the next. That is done through training and observation.
Another reason HR still has a future is the issue of mass customization. In this case, the management of the organization seeks to gain an optimal point where they can balance the production of materials in a company with customization. In some instances, certain companies have hired people based on their personalities and their ability to learn. In connection to that, certain firms have allowed the employees to choose whether to have a higher salary with little or even no bonus and a low salary with lots of bonuses. Achieving the optimization needed, the company needs to use the principles of the HR department to ensure that the optimization has been achieved and there is segmentation of talent according to different challenges.
Sustainability is an equally important development and something that is trending regarding the future of HR. Since the future creates economies that are forecast to be 24-hour economy and that people may work all the seven days of the week, there would definitely be cases of fatigue among the employees. It is the HR department which would be tasked with the responsibility of ensuring that they come up with an optimal balance that would create efficiency and productivity. They would be tasked with coming up with scientific hours of rest, and optimum time an employee should work in the organization.
Contrary, there are certain technological indicators which predict doom’s day for the HR personnel despite the immense promise that the future holds for them. The main cause of concern is the development of technologies. People might come up with applications that do the work of coordination which is currently done by the HR offices. Once there are better means that are employing HR unit, people would opt for that, but until then HR is still a quite important profession that one cannot ignore.

References

Schuler, R. S., & Jackson, S. E. (2008). Strategic human resource management. India: John Wiley & Sons.
Daley, D. M. (2012). Strategic human resources management. In N.M. Riccucci (Ed.), Public personnel management (pp.120-125). New York, NY: Routledge.

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