HR and Corporate Strategy the Work Entitled Essay

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HR and Corporate Strategy

The work entitled "Overcoming the Barriers to Strategic HR Management: Old Issues. New Solutions" states that strategic HR "is characterized by being forward-thinking, proactive and, most of all, creative...Strategic HR is also about thinking about possibilities and connecting those possibilities in concrete ways to the business that you support." (ADP, 2007) This work intends to address organizational strategic HR management as it relates to the: (1) sales; (2) marketing; (3) operations; and (4) finance departments of the organization.


The objectives stated by the VP of sales are the following: (1) Increase the number of field sales representatives (FSR) from 20 to 30; (2) Increase gross sales by 8%; and (3) Create positions for four regional sales managers so that FSRs do not report directly to the VP of sales.


The objectives stated by the VP of marketing are those as follows: (1) Develop marketing plans for the 10 new products planned next year; (2) Train FSRs on features/benefits of existing products; and (3) Add a third copywriter position to the department.


The objectives stated by the VP of Operations include those as follows: (1) Increase production by 5%; (2) Decrease the number of product defects by 10%; and (3) Add 20 manufacturing employees to each of the company's two plants


The objectives stated by the VP of finance include the following: (1) Increase profits by 3%; (2) Add two financial analyst positions, one for each manufacturing plant; and (3) Develop a team to identify scrap and waste in the plants and find ways to cut these costs for the company. It is clear that each of these departments desires to add more employees to its workforce. Therefore, the plans set out in the following section contain information that will enable each of these departments to successfully add the needed additional employees to their department.

Step One -- Prepare For and Conduct Job Analysis and Competency Modeling

Step one in the process of adding additional employees to each department will involve the necessity to conduct job analysis and competency modeling as this serves as procedures that are systematic in the provision of the foundation for all HRM activities. The provision of information about jobs and job requirements is critically important if HR management is to make decisions that are both effective and equitable in nature. (Jackson and Schuler, 2008, paraphrased) Job analysis serves to enable the sales department in the identification of which specific employees are performing the same duties and to identify jobs that are redundant. As well, the job analysis will indicate the needed competencies for each job and will assist in developing job performance measures and in designing training programs. (Jackson and Schuler, 2008, paraphrased) Job analysis will also assist in making the status of an employee clear in terms of whether the workers is an employee of the company or if the employee is a contractor worker. (Jackson and Schuler, 2008, paraphrased) The job analysis will be conducted by the HR Professional in collaboration with VPs and employees from each department. The functions of each of these actors in the job analysis are stated as follows:

Employees -- will assist line managers in identifying jobs that are in need of analysis or reanalysis and provide accurate information for the job analysis process. (Jackson and Schuler, 2008, paraphrased)

Line Managers -- will work collaboratively with HR managers to make determines of which jobs need to be analyzed or reanalyzed as well as participating in job analysis in the form of interviews and quewtionnaires.( Jackson and Schuler, 2008, paraphrased)

HR Professional -- Will ensure that job analysis information is current and utilized as the base of the organization's HRM system. The HR professional will further serve in the capacity of a job analysis expert. The HR professional will additionally make sure that employees and line managers are made aware of any legal considerations and will prepare and update job descriptions and keep current on changing trends and new techniques that can be used for job analysis. The written documentation following job analysis for each position will be inclusive of the following:

(1) The job title;

(2) Department/Division

(3) Date job analysis conducted

(4) Summary of job

(5) Work required by job

(6) Job context (Jackson and Schuler, 2008, paraphrased)

Human Resources Strategy -- Principles and Guidelines

Strategic human resource planning makes sure it has "the right people in the right place," "the right mix of skills," "employees display the right attitudes and behaviors" and "employees are developed in the right way." (, 2011) In addition, the HR strategy that adds value to the organization is one that: (1) articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and (2) identifies fundamental underlying issues which must be addressed by any organization or business if its people are to be motivated, committed and operate effectively. (, 2011)

Workforce Planning Issues

Workforce Planning Issues are inclusive of the following:

Workforce Planning Issues

Succession Planning

Workforce Skills Plans

Employment Equity Plans

Black Economic Empowerment Initiatives

Motivation and Fair Treatment Issues

Pay Levels designed to recruit, retain and motivate people

Coordination of approaches to pay and grading across the organization

Grading and remuneration system that is fair and properly rewards employees

Wider Employment Issues Impacting Staff Recruitment, retention and motivation

Consistent Performance Management Framework

Career Development Frameworks

Policies and Frameworks to ensure development issues are addressed systematically (, 2011)

Integration of the HR Strategy with Broader Organizational Objectives

Integration of the HR strategy with broader organizational objectives will be ensured through the following:

Consultation with all stakeholders on the nature of the strategy;

Cultivation and development of allies and supporters of the strategy at all organizational levels;

Provision of regular feedback on implementation of the HR strategy plan (newsletters, meetings, exhibitions, reports)

Build quantifiable outcomes into the strategy for monitoring and evaluation

Make the strategy part of the induction process. (, 2011)

Strategic Human Resource Planning Model

There will be a strategic human resource-planning model used which will contain six specific steps in the development of the Human Resources strategy including the steps as follows:

(1) Setting the strategic direction

(2) Designing the Human Resource Management System

(3) Planning the total workforce

(4) Generating the required human resources

(5) Investing in human resource development and performance

(6) Assessing and sustaining organizational competence and performance (, 2011)

The following illustration shows this HR strategic planning model as it is conceptualized.

Figure 1

Strategic Human Resource Planning Model

Steps to be taken include those as follows:

HR will conduct an external environmental scan and evaluate its impact on the organization;

HR will Identify the organization's vision, mission and guiding principles;

HR will Identify the mission's outcomes and strategic goals

HR will Consult all relevant stakeholders

HR will evaluate the impact of legislation on the organization. (, 2011)

The next step of planning the total workforce will involve specific actions including making a determination of the "appropriate organizational structure to support the strategic objectives" as well as structuring jobs around key activities. Also involved will be the development of a workforce plan with a design specifically to provide support for the strategic objectives of the organization. Workforce profiles will be compiled which identify specific groups as well identifying "an inventory of current workforce competencies, competencies that will be needed in the future and identifying gaps in competencies of the present workforce. (, 2011) The next step involves generating the required human resources. This will be accomplished through evaluation of recruitment and selection practices with the strategic objectives of the organization in view as well as developing and implementing a comprehensive workplace skills plan and a leadership strategy. Finally, it is be necessary to "adopt or clarify occupational levels and category classifications." (, 2011) The next step involves investing in human resource development and performance which will make a requirement of identification of policies, procedures and practices that are appropriate in regards to: (1) career pathing; (2) performance appraisals; (3) employee development and learning; (4) reward management; (5) promotions and job assignments; and (6) and separation. (, 2011) The next step involves the assessment and sustenance of the organizational competence and performance, which makes a requirement of:

Evaluating organizational culture and climate

Implementing succession planning

Evaluating HR strategy using quantifiable measures, e.g. balanced scorecard

Revising and adapting HR strategy. (, 2011)

Case Study Two -- Designing a Performance Review System

The initiative of designing a performance review system will involve consideration of: (1) organizational objectives; and (2) key sales representative behaviors. Organizational objectives include those as follows: (1) Become recognized for outstanding customer service before, during, and after the sale; (2) Become the largest pre-owned automobile dealer in Los Angeles specializing in luxury cars; (3) Develop a sales staff with the highest levels of ethics, communication skills, and teamwork; (4) Maintain a clean, comfortable environment for consumers; (5) Increase gross sales by…[continue]

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