Author: talentmanagement2017

Trending NOW….HR Buzz Terms

Trending now is the new buzz terms like “core competencies” and “workflow development,” human resource professionals are now the new strategic business partner for organizations globally. The relationship between human resources and the organization should be a tight and perfect fit and operate at all times as one entity. With the ever changing needs of business, and the changes in technology there is currently a talent war going on for skilled candidates who have appropriate experience and education, candidates who can add to organizational culture and performance. Professional recruiters obsessed with locating the right candidate for critical positions.

Managers are requesting more labors to increase productivity, not just any type of laborer. Managers are in search of the next big innovative product to compete in business and boost revenue; therefore the pressure is on human resources to deliver human capital whose credentials match the core competencies for successful workflow development.

Small or large organizations equally face human resource challenges that come with hiring the right candidate, maintaining confidentiality, creating company culture, and maintaining compliance with state and federal laws and regulations. Human resources can be complex without incorporating HR knowledge base skills. To meet the strategic needs of the organization, human resource professionals are now responsible for ensuring that each hire has the core competencies’ required to successfully handle the workflow.

Top corporations are now aligning their human capital with their business model and strategic plan. A business model is developed by analyzing the organizations mission, goals, products and the purpose of the business. Leaders are taking a close look at the external environment and internal environment to produce an effective business model. Once the business model has been developed it is joined with the business strategic plan and infused with the human resource strategic plan; this infusion gives birth to the talent management and human capital objectives.

Assessing the core competencies’ of talent will ensure forward movement into new markets for the organization. Talent Acquisition Managers are tasked with not missing the target when sourcing, recruiting and developing a talent pipeline. With this task in mind talent managers will need to have negotiation skills when approaching candidates for open positions, and collaboration skills when working with front line managers. Human resource professionals with these capabilities will be able to deliver the talent with specific core competencies’ which in turn prepares the way for successful workflow development.

Collaboration maximizes the hiring impact, which will bring a unified and consistent approach to the human resource talent management process. Ultimately, talent management is a competency closely related to activities intended to bring the organization a return on its investment.

Talent management uniquely ensures the organizations capability to progressively move forward financially, socially, ethically, and cooperatively with the strategic and tactical business plan of the organization.

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Contemporary Human Resource Management

Contemporary Human Resource Management

Contemporary Human Resource Management

The purpose of this post is to discuss a contemporary HRM practice and to reflect on whether the HRM practices encourages knowledge sharing, learning, and /or innovation throughout the organization and why these HRM practices should be used by other HRM practitioners and their organization. Forward thinking, critical advantage, performance management and added value are the new trending terms these days. They all sound good. What we all would like to know is what really drives business?   In my opinion technology, data and sales is what drives business with talented human capital leading the way.

Understanding human-capital metrics is a multifaceted approach. The HR Sored card offers value to contemporary HRM practices which emphasizing knowledge sharing, learning and innovation throughout global organizations.  The HR Scorecard is a tool used to gauge how HR aligns with the organizations strategic plan (Becker, et. al. 2001). Connecting people measures to KPI’s in a reliable way and can entail enormous amounts of data, and most efforts are technology dependent (Schneider, 2006).

Identifying key deliverables with an HR Scorecard which is an HR strategic measurement system consisting of (Becker, Huselid, & Ulrich, 2001). :

1) HR deliverables -identify who is the receiver of the deliverable

2) HR policies processes and practices –aligned with organizational mission, vision and goals

3) HR system alignment-defines HR activities that provide staffing, retention, employee initiatives

4) HR efficiency –perform a cost benefit analyses of HR activities

The HR scorecard framework is a performance management measurement tool used by human resource practitioners to position them as strategic business planning partners. In addition to a financial analysis organizational performance management also consist of talent management practices; which requires HR metrics.

Reflection

The HR Scored is an HR tool that encourages communication, identifies progress and business gaps throughout the organization. In developing the measures for an HR Scorecard it is necessary to identify the exact tasks at which HR must be efficient to support the company’s strategy (Becker, et. al. 2001). I highly recommend the HR Scorecard the HR Scorecard promotes feedback about performance management, talent management and human resource development.

References

Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard SUMMARY.  Concentrated Knowledge for the Busy Executive. http://www.summary.com Vol. 23, No. 10 (2 parts) Part 1. Order # 23-24.  Retrieved from http://www.businesstraining.com.mx/egaii/docs/The%20HR%20Scorecard.pdf

HR EthicsWhat to do when you don’t know?

HR EthicsWhat to do when you don’t know?

HRM Ethical Concerns When Faced with a Dilemma Regarding Strategic Value

Over the past 15 or more years there has been enormous amount of literature available on the topic of the relationship between ethics, HR practices and organizational performance. Organizations are increasingly depending on HR professionals to have extensive knowledge in ethical practices, talent management with the ability to quantify human resource metrics.  The whole purpose of having an employee is for mental and physical production. Achieving competitive success through the workforce, which involves expanding on how HR professionals and senior leaders think about the organizational return on investment (ROI) and the employment relationship (Pfeffer, 2005). Being able to prove ROI in HR is considered having the skills to produce and explain measurable data. The ethical issues within HRM remain underdeveloped (Greenwood, 2013).

Ethical Concerns

Carter (2015) presents in research, Ethical dilemmas in HR Practice A paper from HR in a disordered world: “2013 survey results by the Institute of Business Ethics that reveals 38% of the British public believe that business behavior in general is not ethical.”

Carter (2015) human resource management is a fundamental business activity that manages relations between groups of people. Moreover, in postmodern civilization regarding standards, values, morals and ethics have grown to be complex, where norms have given way to acceptance and ambiguity (Carter, 2015).

There are five applicable ethical dilemma categories to include (Carter, 2015):

  • Misrepresentation and collusion.

  • Misuse of data.

  • Manipulation and coercion.

  • Value and goal conflict, and

  • Technical ineptness.

Recent research on business ethics specifies that HR-related issues are progressively more prominent in the day –today practice of modern managers (Wooten, 2001). There is no doubt that most people believe that HR is a strategic organizational component and the global gateway to successful organizational performance (Wooten, 2001).

Ethical behavior and legal compliance are now more than ever a formal concern in the global business market (Weaver, & Trevino, 2001). With advance technology in the forefront of rapid business changes ethics management inspires questions of fairness with problematic context and situational issues; the HR function should foster ethical programs throughout the organization (Weaver, & Trevino, 2001).  Unethical behavior can manifest in various ways for example human resource data reporting.  Misrepresented data by HR, line managers and other organizational leaders can have a negative effect on the organizational strategic plan. Misrepresented data can cause long term damage across multiple time periods (Becker, Huselid & Ulrich. 2001).

Keeping analyzed data on file can provide a source of protection from unforeseen legal disputes with former employees, and long standing productivity issues, the key function is to use data collecting and reporting time wisely.

There are many components involving organizational ethics, recruiting, hiring, compensation and equal employment opportunities, HR is a vital and crucial function to control fairness, data, documentation, training and communication.

Thoughts on How HR professionals Might Deal With Ethics

As a HR practitioner I recommend constant training for human resource professionals specifically on these types of subjects: how to avoid bias behavior, how to change bias personalities, how to accept diversity and inclusion, how to properly measure data, how to accept globalization, and how to lead change. These subjects need to be trained and addressed on a yearly basis to ensure constant ethical practices and behavior for the success of organizational performance.

References

Becker, B., Huselid, M. A., and Ulrich, D. (2001). The HR Scorecard: Linking People Strategy,  And Performance. Boston, MA: Harvard Business School Press.

Ekuma, K. J., and Akobo, L. A., (2015). Human Resource Management Ethics and Professionals’ Dilemmas: A Review and Research Agenda. Human Resource Management Research 5(3): 47-57 DOI: 10.5923/j.hrmr.20150503.01

Greenwood, M. R. (2002). Ethics and HRM: A review and conceptual analysis. Journal of Business Ethics, 36(3), 261–278. Retrieved from the Walden Library using the Business Source Complete database

Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19(4), 95–106.

Weaver, G. R., Trevino, L.K.  (2001). The Role of Human Resources in Ethics/Compliance Management A Fairness Perspective.  Human Resource Management Review 113-134.

Wooten, K.C. (2001). Ethical dilemmas in human resource management: an application of a multidimensional framework, a unifying taxonomy, and applicable codes. Human Resource Management Review, 11, 159 – 175.