Human Resource – Heart Of An Organization

Human resources is an umbrella term and has different functions under it. Human resources is divided into major specialized fields or departments viz, recruitment, payroll, statutory compliance etc. Each and every specialized field plays a very important role to make the human resource department of the organization more concrete. A prerequisite to work in such a department is to be graduated in the subjects of human resources. A person having a grasp on these subjects can make him/her a very useful and handy human resource personal in his/her career. The biggest challenge human resource professionals have to face in today’s competitive world is to find out effective measures to hire and retain talent. In short, we term this as “talent management”

Talent administration is about analyzing a person’s accustomed skills, talent, personality and traits, while alms him/her job. Each being has an assertive aptitude ill-fitted to a specific job profile. It is the job of an HR to appoint and identifies the aptitude of new hires and places them in the appropriate job in their organization. Aptitude administration is actual important for an organization, as globalization and antagonism accept added the charge to absorb acceptable performers in the organization.

It is not as simple as it sounds. Despite its importance, aptitude administration has two above challenges to face. The aboriginal is to acquisition a new aptitude to fit in to the appropriate job contour and description. Humans change jobs for affidavit such as ailing alive atmosphere, bigger opportunities, acceptable advantage package, and gaps amid the authoritative goals, claimed goals and bad management. It is actual important for the hr administration to appoint the appropriate aptitude for an able role in the alignment contrarily it will accord to added abrasion amount and ultimately to the accident of business.

Some of the able means or measures for a human resource administration to appoint and to absorb aptitude can be the following:

Organization should accommodate learning opportunities the aptitude they accept added again the approved plan routines.

Provide acceptable alive ambiance to the advisers as far as accessible to accomplish them feel adequate in the organization.

The lot of important for an alignment is to appoint appropriate people.

An alignment should angle durably on the promises they accept fabricated to the new talent.

Recognition of merit should consistently be there.

Today’s bloodthirsty and angry antagonism in the apple demands that organizations absorb absolute aptitude in the best acceptable address and environment, authoritative it capital for the human resource administration to advance aptitude administration effectively. It is benign to the alignment as able-bodied as for the accomplished advisers alive harder for them.

The Relationship Between Human Resource Practices And Business Strategy In A Business Organization

The relationship between human resource practices and a company’s business strategy are aligned in many ways. The ultimate goal of the alignment is to use human capital as instrument to maximize the organization assets for the benefit of the stakeholders. Below are some of the relationship between human resource practices and business strategy.


Human resource practices create the process for the development of employees’ knowledge and the skill-set across the organization to promote its core competencies that support and maintain its competitive advantage in the industry. The term “strategic HRM” is the new template in the management of modern organization that is anchored on the concept that the most valuable asset an organization provides itself is HR, since it is the tool that is responsible for the coordination and implementation of other factors of production that spurs corporate performance journals

The business strategy adopts by an organization is meant to showcase how it intend to succeed by using the factors of production at its disposal to build a competitive advantage, strategy-business. Business strategy helps to identify the direction that the organization wishes to go in relation to its environment. Human resource strategies manage human resource so that the goals set by the organization can be achieved. The focus is directed on what the business intentions are as they relate to human resource policies and practices. Therefore, how human resource is spread across the organization’s units and departments, motivated, managed and retained will affect the performance outcome after the business strategy has been implemented. The relationship between business strategy and human resource practices also would determine the organization competitive and performance outcome.

A glimpse into Oya Erdil & Ayse Gunsel’s ‘BUSINESS STRATEGY AND HUMAN RESOURCE STRATEGY- THE INTERACTION’ shows there is a relationship between human resource management practices and an organization business strategy, which also could be referred to as the business environment and organizational development. Another defining aspect of that relationship is the across the board acceptance that an organization’s human resource management practices have a link to the firm’s decision making process, in other words, the HR practices be closely aligned with the strategy of the whole business. While there is not much disagreement as pertaining to the relationship between HR practices and business strategy, there is a tendency not to acknowledge the deeper nature of the relationship. The theory of human resource management opined that should employees be considered and managed as a valued strategic asset, the organization in practice would be able to achieve a competitive advantage, and the outcome will be a superior performance. This again, means managing human resource in such a way that it will correspond to the business strategy, being that the goals and process of each of the strategy profiles are different.

According to Oya Erdil & Ayse Gunsel, this relationship is further entrenched when you look at how human resource practices are selected based on competitive strategy espoused by the organization. An organization that coordinates its business strategy and human resources policies and practices achieve a superior performance outcome than those that do not.


As explained by Rob Gray’s ‘Aligning performance management with business strategy,’ some employers could be missing the key factor that links performance management to strategy and culture. For it is an organization’s prevailing culture and practices that will determine the optimum use of its valuable asset (human beings) when its business strategy is aligned with its human resource practices. The right tools are needed if employers are to succeed in aligning their human resource management to its business strategy. The era of using performance review and appraisal as the only tools for performance, management solutions have since been replicated by a complete suite of competency measurement tools. These tools are able to assist employees to understand the means and learning resources through which they can effectively develop their skills and talent. Technology is one of the enablers but needs commitment from top down that is important for a high performance culture.


Edward E. Lawler lll’s, ‘What should HR Leaders Focus On In 2014’ gives a deep insight into how business entities could achieve a superior outcome for their shareholders. While technology is a valued enabler that spurs performance leading to superior outcome for an organization, another thing that should be a thing of focus for HR is the aspect of talent management that assesses the necessary skills every organization needs to implement its business strategy, the plan for recruitment and the management of critical talent. Even though, talent has long been determined to be important, it is of recent becoming more so given that many businesses are performing knowledge based work that is more complex, and with operations in the global markets. This has led to the situation of performance talent having a great impact on the organization’s bottom line. Google, Amazon, Apple, and other techs and service organizations have done a tremendous job of recruiting and managing people around the world that have the needed critical knowledge based skills. Their talented workforce have been able to perform well, differentiate their companies from competitors across industries which have translated to a pattern of communication that relays their type of employees and the jobs they offer.


Innovation is another standard of performance management,, that when effectively coordinated with an organization business objectives lead to a superior performance outcome. When an organization devote a substantial amount of time to innovation and business strategy, and both are valued equally, promoted across the board, and well communicated, a culture would exist naturally which will foster a relationship of the two. The fostered culture creates a top down business objectives that are communicated across the board in the organization, that enable all units to focus in addressing the organization’s short and long-term goals. From then, it becomes the innovators’ task to forge an alignment of their activities in support of the organization’s goals. The various ways to naturally coordinate both camps is the joint development of technology/product, and business road maps that encourage discussion and debate, forging links that guides actions. Successful performance outcome are highlighted through internal business and fairs, using the avenue to raise visibility for long term opportunities.


Diversity in an organization plays a significant role in forging a link between performance management and business strategy. There is a business case for diversity in the organization based on the evidence and arguments that both believe that when diversity is leveraged in an organization, it can contribute to the achievement of the company’s goals and priorities. To understand the relevance of diversity to the attainment of business objectives, the type of diversity under consideration has to be relevant to business performance and innovation

Diagnosing Human Resource Problems in Your Organization

In order for an organization of any size to function successfully, adequate attention needs to be paid to the human resources effort. The healthy condition of the status of human resources is as important as all other organizational considerations such as product/service development, marketing, technology, etc.

The organization’s human resource function can maintain its health with regular evaluation of four major potential problem areas:

Individual Members

Most organizations have defined, in various degrees, what are individual performance expectations for jobs. The have also defined behavioral expectations usually through a disciplinary policy.

It goes without saying that when member performance or discipline problems go unchallenged over the course of time, a number of outcomes emerge. Work does not get completed properly. Some members wonder why they have to meet performance and discipline standards while others do not, and are not challenged. Guilty member is done a disservice by the organization because they think their actions are acceptable in a work environment.

The organization should ask itself whether there are members in the organization who are regularly not performing or regularly engaged in disciplinary conduct that is not acceptable. What is being done about it? How widespread in the organization is it? Why are the management leaders not challenging these situations? Is adequate training, development and coaching occurring? Is termination of a member who is a chronically poor performer, or constantly engaging in discipline related problems, a reality in the organization?

Corporate Climate

As this is written, disturbing weather and climate changes are occurring on our planet. The debate ranges about what is really causing these changes and what to do about it. Yet, we cannot deny they are happening.

It is no different for an organization’s climate. Left unattended to go wherever it will, a negative climate can easily develop in an organization.

Some questions to ask include: How positive is the overall climate of the organization? Are the members generally satisfied with the environment of the workplace and how does this translate into positive morale? Does the organization regularly assess the organization’s climate and seek to improve what may not be so positive? Do the members believe the organization really cares about their interests?

Management Attitude

Needless to say, leadership and management attitude have a great impact on the human side of the enterprise. Sometimes attitudes develop that are not positive. In orchestrating the members’ work in the organization, management must be aware of how its actions affect the work positively and negatively. So: what is management’s overall attitude about how the work is done in the organization? Is there an attitude that production numbers must be met regardless of the impact on working members? (perhaps there is excessive overtime, work load or weekend work) Do the leaders in the organization believe in the importance of balance between work and the lives of the organization’s members? Does the perception of negative management attitude seem to relate to a few of management’s members, or is it negative with regard to all of management? Do members sense that management cares about their work effort and their lives in general?

Employee Member Support

You can visit organizations and by observation see how much employee member support exists. In addition to proper training and development in doing a job, employee support includes a whole host of considerations that impact productivity and affect the work climate. These include proper tools, materials, well running and maintained machines, safety, etc.

Support will depend on what kind of product or service the employee is working on. The following questions apply:

Are the tools and equipment the employee uses in good working condition and regularly maintained and updated? Are materials to do the job readily available? Is the importance of safety regularly addressed? Have the members been taught the best safety practices for their work? Have dangerous working conditions been properly addressed and safeguards applied? Do employee members feel they are supported by the compensation and benefits the organization offers? Do employees feel supported when the areas addressed earlier, individual, corporate climate and management attitude are addressed and improved on an on-going basis?

Vigilance regarding potential and actual human resource problems in the organization is paramount if the organization is to function successfully over the long term. It does require effort on the part of those responsible for the human resource process, as well as overall management.

One way to progress is to engage in an across the organization assessment of the issues described above. The list of questions asked in each section above should not be seen as exhaustive and the organization should fell free to add considerations it feels are important. Conducting an across the organization assessment is a great way to let the members of the organization know that they and their effort is appreciated. Of course, the problems the assessment may uncover need to be addressed. The payoff is in maintaining a positive and productive workforce and avoiding the human resources problems discussed above.