Just like any other profit-making organization, Capstone needs to select an effective human resource management strategy. Without an effective strategy human resource management, it becomes imperatively impossible for Capstone to achieve its business goals. With the current situation, it is almost impossible for Capstone to operate within the realm of its objectives and goals. This is predominantly because the current Human Resource department is limited to benefits, payroll, training, recruitment, and safety as well as performance management. Furthermore, the current Capstone Human Resource Manager reports to the organization are Operation VP. All these depict inherent weaknesses in the current human resource management strategies employed by Capstone. There is a need to redefine the department and adopt a more proactive strategy that would lead to increased profitability and guarantee long-term growth (Lawler & Boudreau, 2009).
One of the primary roles of human resource management is to build a good team of working professions. It practically becomes hard for a company to achieve this goal without putting in place good human resource management. This team should have high ability to recruit qualified and skilled people as well as offer them regular training. Recruitment is an essential role of HRM team. To ensure improvement in work quality and service delivery, the HRM team should adopt regular training for all the employees. Employee training can be offered monthly or quarterly. The department should also identify key areas in the organization’s workforce that need specialized training (Abang & Abang, 2009).
To improve performance of Capstone, the human resource department should put in place various performance appraisals suitable for the organization. Every employee’s work should regularly be reviewed to determine their performance and contribution to the overall growth and success of the organization. The aim of performance appraisals is to not only identify under-performing employees but also help them improve. This is a sure way of guaranteeing long-term growth and success of the organization. Benefits administration is another key important consideration in human resource department. Currently, the organization does not have effective benefits plans. The HRM team should come up with a clear way of motivating employees through benefits and rewards. There should be a plan to reward highly performing employees. This will encourage and motivate employees to continue with their excellent performances (Anonymous, 2009).
The HRM team should encourage employees to work according to their potential. Employees should also be given suggestions that help them achieve their best for the benefits of the organization. The team should adopt a practice of communicating with the staffs individually. Effective communication is essential in human resource management. They should provide employees with the necessary information regarding their performances, conducts, as well as achievements. Performance appraisal is essential because it motivates employees when taken on a regular basis with clear objectives. Other elements of strategic human resources management, which should be critically considered, include workplace safety and workplace communication amongst others.
Managing work disputes is another essential element that human resource departments tend to forget. Several dispute issues might arise in an organization, especially between employer and the employees. The human resource department should have a clear strategy for managing disputes whenever they arise. In particular, the human resource team has a duty of acting as a mediator and a consultant. They should be able to hear the employees as well as the employer without any form of prejudice and come up with suitable solutions. They should take action to prevent issues from getting out of hand. Lastly, human resource team has a duty of maintaining good work atmosphere. This is essential because the existing work atmosphere drives performance of every individual (Wattanasupachoke, 2009).
Protecting and marinating values and culture of the organization is another crucial function of the human resource team. This is because values and culture of an organization directly influence its vertical fit. Unfortunately, Capstone currently does not have proper mechanisms for marinating its values and cultures. As explained by Abang and Abang (2009), HRM practice of an organization is shaped by its cultures and values. The influence of values and culture in an organization is mainly reflected by how good and quickly policies can be merged into designing effective human resource practices. Capstone should develop corporate culture and values that take into account the advisory role of its management structure. The human resource team should take active roles in designing a series of HR practices that are in line with the organization’s corporate strategy.
Given the current circumstances, the Capstone’s HR function should be redefined to incorporate ability and support of senior managers. This is because support of senior managers is crucial to the firm’s ability to acquire both vertical and horizontal fit. For instance, the competencies of an organization are employed as a potential source of crucial competitive advantage in the industry. Managerial competencies are also important aspects of the organizational competencies. Therefore, good HR function should focus on marinating high levels of managerial competencies. The new HR practices a Capstone should follow these guidelines.
References
Abang, E., & Abang, O. (2009). Strategic integration of human resource management practices :Perspectives of two major Japanese electrical and electronics companies in Malaysia. Cross Cultural Management, 16(2), 197-214.
Anonymous (2009). Staying Strategic in a Changing Economy. HR Focus, 86(3), 3-4.
Lawler, E., & Boudreau, J.. (2009). What Makes HR a Strategic Partner? People and Strategy, 32(1), 14-22.
Wattanasupachoke, T. (2009). Strategic Human Resource Management and Organizational Performance: A Study of Thai Enterprises. Journal of Global Business Issues, 3(2), 139-148.
