HR as a Strategic Partner, Outline Example

HR as a Strategic Partner for Walmart

• Large corporations such as Walmart can benefit from treating their HR team as a strategic partner using a systems-thinking approach because it will increase productivity and allow for an efficient use of resources

Benefits

• Improved economic performance of the company
• A larger number of qualified workers will be drawn to the organization
• Customer satisfaction will increase
• Points A, B, and C will lead to increased efficiency and efficacy (Becker et al., 2001)

Role of HR Metrics

• HR metrics will provide an objective way to measure success of the company
• Potential measurements include employee performance, job satisfaction, the link between employee satisfaction and customer satisfaction, strategies to recruit the best talent, and effective methods that can be used to train employees
• All of these measurements will contribute to increased performance of the company overall

Impact of HR Metrics

• HR metrics can be the driver of organizational change because it will direct many business decisions in the right direction
• Walmart has a many employees in its stores, warehouses, and corporate office, so it is useful to employ HR metrics that promote excellent job performance in these areas
• Metrics that can improve upon this process include employee evaluations, measurement of standards used to determine which applicants are eligible for specific positions, and evaluate whether it is more beneficial to hire employees internally or externally

Contribution of HR Metrics

• HR metrics will improve the performance of an organization
• Metrics can define the needs of the organization and create new job titles or alter old positions
• HR metrics will help reduce expenditures
• Metrics is responsible for determining whether there are too many people available for a particular job and reorganize the resources to maximize the efficacy of the available workforce (Lawler, 2009)

References

Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy,    and performance. Boston, MA: Harvard Business School Press.

Lawler, E. E., III, & Boudreau, J. W. (2009). What makes HR a strategic partner? People & Strategy, 32(1) 14-22. Retrieved from the Walden Library using the Business Source Complete database: http://web.ebscohost.com.ezp.waldenulibrary.org/ehost/detail?sid=d769ecfc-d361-4949-b608-    5d04fa945744%40sessionmgr114&vid=1&hid=110&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=38508831

Leibs, S. (2007). Measuring up. CFO, 23(6), 62–66. Retrieved from the Walden Library using the Business Source Complete database:    http://web.ebscohost.com.ezp.waldenulibrary.org/ehost/detail?sid=70c8c5a8-63c6-42d5-     a01d-   92cfcbf42536%40sessionmgr114&vid=1&hid=110&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=25470066

Lockwood, N. R. (2006). Maximizing human capital: Demonstrating HR value with key performance indicators. HRMagazine, 51(9), 1–10. Retrieved from the Walden Library using the Business Source Complete database:    http://web.ebscohost.com.ezp.waldenulibrary.org/ehost/detail?vid=11&hid=110&sid=16134628-7e3a-41bd-891c-                d27076957278%40sessionmgr115&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1za  XRl#db=bth&AN=22275685