An analysis of ‘Why Did We Ever Go into HR’
Today, the business environment is subject to changes with many advancements in the technical, economic, and social settings. Just as the business context transforms, so does the ways of managing human resources. As a result, the management department in the firm has to develop methods and restructure regulations for human capital management. Therefore, their focus is directed at the recruitment process, developing talents as well as incentives and rewards. The objective is to restructure the process in a manner that keeps up with the trends. Today, employees and consumers have a hot spot for digital technologies, mainly social media platforms (Breitfelder & Dowling, 2008). Besides, managers are also subjected to changing business outcomes and demands. The article authors purport that this period provides an opportunity to remodel the processes of human capital management, develop crafts, and restructure the organization structure. Additionally, the author posits that human resource managers have retaken the steps to create programs and materials aligned towards leverage on gaps and execute substantial alterations in HR. This paper seeks to conduct an analysis of the article and identify assumptions to recognize strategies effective to spark change in human resource management.
The article’s authors suggest that business managers should direct their focus on human capital and revision it as an investment. Human resources are the most fundamental players in the business environment. As such, managers should invest both time and resources to develop human resources. Therefore, it is a wakeup call to all organizational leaders to theorize and redesign recruitment and hiring processes, improving performance, creativity, and integrating employees. Don't use plagiarised sources.Get your custom essay just from $11/page
Indeed, presently talent management has become an essential corporate competency. Therefore, human resource managers are reacting with new methods of transforming the means of controlling levers of human capital, which include benefits and compensation to accommodate new ways of increasing human capital value, including engaging employees in business operations. In the view of the traditional HR management, the managers acknowledge the significance of nurturing employee talents as they could become the future innovator. Even though managers agree with this premise, their efforts to execute and implement the ideas is minimal. Consequently, the scarcity of skills and talent in the job market is prime. The modern workforce requires new and resolute careers that bear efficiency and success—creating a different path for human resource management influences firms to acknowledge the significance of viewing talent as an opportunity to gain success.
Implementing talent development depends mostly on business technologies and remodeling new structures through creativity. Today, hiring experienced and skilled people is no longer a condition used to identify the right people for the job. Instead, executive leaders are more inclined to finding and developing talents to create resourceful assets (Mello, 2014). Dissertation results indicate that the majority of executives are in consensus that talent acquisition is fundamental for the current business context. Mainly, all companies share the same goal of attaining success and great performances (Wright & McMahan, 2011). Therefore, their business operations should be directed in a manner that accomplishes these goals as well as develops human capital talents.
The recommendation to create performance groups has been accentuated to garner the probable results. As a strategy, it dispenses power to the analyzed groups and HR managers to utilize critical thinking to assess the repercussion of high performance teams. Taking the path and developing human resource management provides a chance to assess the incentive and reward methods as well as the engagement of employees (Campbell, Kryscynski & Olson, 2017). Ultimately, the company gets a direction to enhance motivation and create a robust business structure. As such, creating a feedback channel in the organization will showcase that the employees are engaged in the company (Breitfelder & Dowling, 2008). Notably, human capital is similar to glue, which holds the business together. As such, directing focus on the workers would not make them feel appreciated but also harness their potential. Eventually, they will fulfill their duties effectively and efficiently, which will increase the company’s performance.
Change is essential in an organization, and as such, leaders are the ones on the steering wheel, directing the firm towards innovations. One way to accomplish this is by responding to digital demands, which will assist in identifying gaps resulting from the traditional methods (Ling & Jaw, 2011. The aim is to acknowledge the most suitable strategy to drive the goal of managing human resources, strengthening customer associations, and developing talents in the light of embracing change.
Developing a business culture is critical because it helps firms earn a reputation for merit in making revenue, empowering employees to influence customer satisfaction and service delivery. Creating a culture in an organization would create a path for invention in leading new ways of managing human resources (Choo, Halim & Keng-Howe, 2010). It is important to note that the strategic approach chosen by a company plays an integral role in developing and supporting the success of the organizational structure. Breitfelder & Dowling (2008), in their article, purport that by using the HR perspective, a company adapts diversification as a method to enhance productivity in its operations. Notably, diversification in human capital management contributes to the creation of a company’s competitive advantage, thus increasing the pool of customers and broadening the scope of its services and products.
Once a company had embraced the new strategies of human resource management, the leaders need to employ employee performance tests by adapting Human Resources Information Systems (HRIS). The digital technology enables leaders in a firm to test performances, identify talents, and, more importantly, motivate employees (Albrecht et,al, 2015). The capabilities of the HRIS tool has allowed organizations to influence efficient and effective results from the workers. Additionally, transitioning to the HRIS places organizations in a better position to store information that would crucial when giving employees promotions as well as guiding their decisions during hiring.
One thing notable about the new HR is that it fathoms the present generation, which has a hot spot for technology. As such, utilizing the technological development and approving the idea of social media use will result in the implementation of talent development methods and ultimately create collaborative relationships in the work place. Technology and social media platforms foster unity among workers (Breitfelder & Dowling, 2008). Similarly, the platforms develop foundations for enhancing different talents and skills. The firm’s management will ensure that the communication systems are robust to enable positive outcomes by inferring critical information that spurs creativity and eventually spreading ideas within the company.
With the newly identified method for an organization to react to contemporary changes, the new HR method requires that firms embrace the trends through digital development and incorporate it into the business structure. Researchers in search of creating new strategies to enhance human capital management needs to pay more attention to the development of workers’ skills and unity to develop a technologically driven workforce (McKeown et.al, 2012). With globalization, organizations must restructure to embrace and conform to the changes in the contemporary world. Therefore, HR managers must acknowledge the importance of incorporating digital technology in human resource management (Stone & Stone, 2013). Thus, they must understand that when talents are exploited, new innovative ideas and solutions are created for the organization. Conclusively, the values taught to workers decide the behavior and loyalty, which results in the creation of business culture.
Leaders in an organization must be open to change, and as such, they must understand the differences in human resource management. With the assistance of the new HR, the leaders will be on the frontline of developing talents amid workers and eventually participate in modeling future leaders. The article authors posit that the current business environment faces many challenges when it comes to conforming to the changes and create a sustainable way of managing human resources. As such, the human capital is under transition; therefore, the leaders must undertake a trajectory that unleashes the potential of their employees. Therefore, leaders must view human capital as an asset and invest heavily via encouraging creativity, talent development, and empowerment programs. By taking advantage of the opportunity, the company will not only attain success but also create a competitive advantage, which makes it sustainable.
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage. Journal of Organizational Effectiveness: People and Performance.
Breitfelder, M. D., & Dowling, D. W. (2008). FIRST PERSON-Why Did We Ever Go into HR? Two recent Harvard MBAs offer a simple, but perhaps surprising, answer:” Human resources is a field that’s poised to take off–And we wanted to get in early.”. Harvard Business Review, 39.
Campbell, B.A., Kryscynski, D. and Olson, D.M., 2017. Bridging strategic human capital and employee entrepreneurship research: A labor market frictions approach. Strategic Entrepreneurship Journal, 11(3), pp.344-356.
Choo, S.S., Halim, H. and Keng-Howe, I.C., 2010. The impact of globalisation on strategic human resources management: The mediating role of CEO in HR. International Journal of Business Studies: A Publication of the Faculty of Business Administration, Edith Cowan University, 18(1), p.101.
Ling, Y.H. and Jaw, B.S., 2011. Entrepreneurial leadership, human capital management, and global competitiveness. Journal of Chinese Human Resources Management.
McKeown, R.C., Turetsky, D.B., Downey, T. and Erb, J., ADP WORKSCAPE Inc, 2012. Performance driven compensation for enterprise-level human capital management. U.S. Patent 8,280,822.
Mello, J.A., 2014. Strategic human resource management. Nelson Education.
Stone, R.J. and Stone, R.J., 2013. Managing human resources. Wiley.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into strategic human resource management. Human resource management journal, 21(2), pp.93-104.