An organization cannot attain the intended objective without comprehensive and competent human resources. The HRM processes such as recruitment and training of the staff, conducting performance appraisals, creating an enabling working environment, managing disputes among workers and working systems, and developing and sustaining public relation are essential for the growth and development of the organization. This excerpt examines the career paths in Human Resource Management and briefly evaluates how organizations develop and implement strategic HRM plans.
Career Paths in Human Resource Management
Several jobs for human resources management exist; however, the changing trends in corporate and government sectors also transform the nature of the positions available in the market. The top most career is the Human Resource Manager, which involves the executive responsibility for the organization, coordination, and strategy formulation. The managers have a direct impact on processes, people, and decisions in the organization (Ackah & Heaton, 2003). Non-profit Human Resource Experts are the human resource professionals of different levels operating under the non-profit category to help people understand HRM and the related practices to increase efficiency. Human Resource Consultants work as individual or group entities to offer competent alternative HRM services for organizations for a reasonable hourly rate such as developing the culture, employee incentives, recruitment, and reward and benefits program among others.
Moreover, the International HR Professionals are engaged with the global quality development for multinational organizations through hiring, training, and strategic planning. The category operates as the usual specialists although they engage with the diversity of culture, economy, and competence. The Training and Development Manager is another position that is responsible for the training of the employees to improve their competency through additional skills. The professionals use events such as workshops, seminars, and conferences to improve the capacity of workers for a particular organization. A related career is the Employee Education Consultants who train employees but only on a consultation basis. Besides, the HR Entrepreneurs are involved with the outsourcing of competent and skillful employees to launch a department or organization and develop it to satisfactory levels. The current trends in HRM have led to the incorporation of technology in the management of employees, which has given rise to a new career in HRM called Human Resources IT Specialist. More career paths are developing based on the shifts in different sectors in the economy; however, the primary objective is to improve the skills and efficiency of employees (Ackah & Heaton, 2003).
Developing and Implementing a Strategic HRM Plans
The need for a comprehensive strategic HRM plan is an essential objective that is required to define the activities and roles of the employees in achieving the goals of the organization. The onset of the development of any strategic HRM plan requires the definition of objectives. Most organizations outline their objectives based on the specializations and targets by capturing the entire stakeholders involved (Arthur & Boyles, 2006). The need to focus on the goals is to ensure that the activities of each employee are undertaken towards improving the capacity of the organization as well as individual competence.
Moreover, effective strategic HRM plan for successful organization incorporates the right people with relevant knowledge of the desires of the organization. The plans of the HR department is part of the master strategy of the organization where the employees and the management work together to achieve the set targets. The firms that seek excellence should consider including the right skills and significant proportion. The development of the plans should include how the attitudes and behaviors of the workers and the supervisors, as part of the process, define the success of the strategy (Arthur & Boyles, 2006). Therefore, adequate training, education, and mentorship should be combined with motivation and reasonable remunerations to ensure that the employees are focused on the organizational mission. Typically, the procedures adopted by the most organization when developing strategic HRM plans reflect the following significant steps.
Setting major directions based on organizational objectives
Designing a suitable system for the HRM team in the organization
Workforce analysis regarding skills and experience
Generating and gathering resources
Investing in the human resources through education, training, motivation, and performance appraisals
Assessment and evaluation of the processes to create a sustainable environment and culture
Furthermore, when implementing the HRM plan, it is essential to undertake a succinct analysis of the each process, resources, and players. The organizational culture and environment define the implementation process. The specialization of organizations has influenced the approaches to be put in place. Besides, technology changes have contributed to the new trends witnessed in the multidimensional factors of the economy. Most organizations have considered the succession implementation of the HRM plans as effective since the outcomes can be instantaneously evaluated and corrective measures undertaken (McCourt, 2001). Such an approach is also prone to risks since concentrating to smaller commitments encourages efficiency. The onset of the implementation of the plan will be successful if monitoring and evaluation mechanisms are available to measure performance based on respective inputs.
Ackah, C. & Heaton, N. (2003). Human resource management careers: Different paths for men and women? Career Development International, 8(3): 134142. doi: 10.1108/13620430310471041
McCourt, W. (2001). Towards a strategic model of employment reform in developing countries: Explaining and remedying experience to date, The International Journal of Human Resource Management, 12(1): 5675. doi: 10.1080/09585190122558
Arthur, J. B. and Boyles, T. (2006). Developing the human resource system structure: A levels-based strategic HRM framework, Academy of Management Proceedings, 2006(1): H1H6. doi: 10.5465/ambpp.2006.27161844
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