Resource Management Strategies, Essay Example

Introduction

The strategies refer to the process of executing a strategy for implementing essential management objectives for managing and allocating resources. The strategies involve approaches and move patterns devised by a grouping to produce remarkable organization performances. As such, it is a resource commitment to accomplishing precise objectives for justifiable benefits in the market. An outstanding strategy is insignificant pending execution. Accordingly, execution requires appropriate resources, role flexibility, and infrastructure. Consequently, strategic management ought to finish with the concluding yearly planning meeting even though periodic monitoring and execution are necessary. As such, the process commences with an apparition of wherever the organization should head. An unsurpassed means of accomplishing the desired outcomes will be making sure that the procedure chosen to guide the planning efforts is comprehensive. The hardest parts include committing resources, creating time, addressing and uncovering the obstacles even though the process is controllable.

The human resources of an organization are probably its mainly fundamental ingredients for achievement. Devoid of employees, the majority of commercial ventures would stop existing. Accordingly, strategic management entails strategic utilization of resources in order to meet purposes. The HRM encompasses the capacity of making significant contribution to the general objectives of the organization straightforwardly by utilizing strategic designs to make certain the appropriate employees are obtainable in the appropriate positions, at the appropriate period. For instance, the implementation and development of strategies in HRM consents to HR playing a significant role in the daily work alignment of the organization’s activities with its general mission statement. The alignment grants managers from every department and unit entry to the resources essential to enhance functional results.

According to Accel-Team management, which is a consulting firm, there exist four fundamental dimensions requiring consideration when advancing strategies of resource management. These comprise of the organization’s culture, the organization itself, its HR systems, and its people. According to Armstrong (2008), all of these factors encompass significant influences on the efficiency of the organization. As such, the strategic management process archetypically embraces advancement of the present employees to the hiring of new workers possessing detailed skills required to meet organizational purposes. Strategic and targeted advancement of employees offers the organization with employees who hold the compulsory skills to carry out their jobs effectively. Employees could also experience development on a continual basis to make certain the organization has the capacity of building and maintaining a strategic competitive benefit in the industry. Consequently, the strategic involvement of persons will have direct correlations with the enhancement of additional areas such as profit and productivity.

Strategic HRM is fundamental to guarantee compliance in a globe in which regulations and laws of employment tend to undergo convolution and frequently transform drastically and rapidly. As such, HR managers should make sure of compliance to the present laws along with making out potential alterations on the horizon to make certain continued compliance (Snow, 2009). Efficient management of resources is fundamental for the organization to go through modifications devoid of negatively influencing the organization. Implementing a HR strategy can be perplexing. Snow (2009) articulates that there are external and internal factors, which perhaps impede on the actual process of implementation. Upon completing the strategic management of resource objectives, determining an unsurpassed means of facilitating the implementation process follows. As such, there is a need to orchestrate carefully the procedures of overcoming the obstacles, which may hinder fruition of resource strategies.

Cornelius (2007) states that HRM strategies are organizations plan that center on the management of culture, people, structure, advancement, and training for establishing the manner in which individuals fit in the future growth of the organization. Establishing the kind of individual needed to perform in the organization is a strategy aspect of resource management. It is not merely a personality matter but of the working styles and responsibilities needed to assist the organization to accomplish its general business strategy. It is essential to make out whether the individuals in the organization require number orientation, sales focus, or mixture of both. This is due to the programs of the organization including numerous elements. The foremost element involves appealing to the kinds of individuals deemed to be the appropriate fit.

There is a need to determine the manner in which the organization will recruit talents from the advertised positions. Following the appropriate decisions made from hiring, it is imperative to assess the manner of training people in order to carry out their occupations efficiently. Besides training, the organization should decide on the retention mode of employees subsequent to employment and initial training. Additionally, the organization must further establish whether there will be a stemming of bonus structures, reward schemes, or additional training, which will result in future promotion. A large segment of the strategies of resource management relates to the general way of life of the organization. As such, taking time to establish the management and leadership smartness of the organization is necessary.       Consequently, the senior management of the organization ought to make a decision on the close affiliation of styles in a bid of tricking down culture. Conversely, whatever values, beliefs, or missions the organization seeks to accomplish require determination. This might have an affiliation to the service of customers thereby overcoming the rivalry or rising to the summit of the marketplace itself. An unsurpassed approach to initiating thoughts regarding the culture of the organization lies in researching how dissimilar organizations along with HR professionals formulate a culture (Michalski, 2011). Management of resources further extends to the structure of the organization. As such, deciding whatever occupations will undertake whichever functions is imperative. Furthermore, determining the alignment of occupations with departments alongside the individual who will run those departments requires consideration. Accordingly, HR firms dealing with consolation services can assist with the process of structuring, as well as, learning regarding definitions and job assessment.

An additional element of resource management strategy is in the advancement of the organization. Following the decision on the means of training the individuals brought into the organization, there is a need to come up with training plans in the end. This will involve determining whether to offer leadership training as an element of the general plan of development along with whether to employees the chance to consider courses, which will consent to them applying for promotion (Price, 2007). Additionally, other aspects that will require considerations include deciding whether the organization plans to publish learning plans, which will consent to mapping out of future careers regardless of whether it will not be in the department of starting career. Learning systems of management and talent providers have the capacity of assisting with the mapping out procedure of development plans, observation of learning sample strategies, and deciding on the manner of how to run organizational trainings.

Accordingly, developing a review procedure for service areas to establish suitable resource allocation is necessary. This could be realizable through assessment of present systems of record keeping. Conversely, recognizing tendencies in program expenditures crosswise areas of service and administrative services are of necessity. Maintaining updates to the community evaluation involves allocation of resources as an element of the periodic procedure of self-assessment. This is achievable through the formulation of a mechanism, which evaluates the strategic plans. The involvement of the HRD in the process of strategic management is essential to the accomplishment of the organization. Consequently, the HR team is a great asset to the organization. It is fundamental for HR specialists to study management of resources o wholly comprehend their personal responsibilities in the overall accomplishment of the organization.

Each day, scores of specialists add to their wealth of intellectualism to enhancing the performance of business, regarding strategic management, as well as, management of resources. They do that diligently and quietly, evading the hype, which frequently surrounds announcements of corporate earnings.
Strategic management offers firms the required equipment to commence organized, focused strategies aimed at financial success. Thus, to be efficient this outline must slowly attain lucidity and potency, requiring the response of department executives, as well as business-unit heads. Therefore, strategic management is the means which a firm fulfills its commercial objectives and sustains it with through competition. It includes strategies and methods applied in marketing, regulatory and finance compliance among other techniques. The role of corporate leadership in strategic management utilization is necessary to ease the minds of investors’ in the firm. thus, anytime that the company financiers question the long-term prognosis of the corporation, the company executives can refer to their strategic blueprint to elucidate what they are accomplishing currently, as well as how they plan to steer the corporation to its economic pinnacle. This is because by constantly reassuring investors of their financial security is a significant lengthy strategy, which works and coincides with the interests of outside financiers and the development of the business.

Furthermore, HRM is core to the management policies of a firm. This is because, businesses fail to implement their operating plans, however incisive they are, when their personnel in uncooperative and noncommittal. Consequently, cooperate leadership is vital to ensure that the staff buy-in before the rolling out of working strategies. Furthermore, HRM allows institutions to understand the strategies of their competitors and implement plans, which are significant in defeating their rivals in the market. Moreover, HRM is significant to firms because it permits them to observe regulatory compliance in their operations, which in the end ensures that the company builds its reputation and saves funds.

Conclusion

Implementing HR strategies can be highly tasking and challenging. This is because of the external and interior aspects, which may hamper the authentic realization procedure. Thus, in the event of completing the HR strategic management objectives, facilitating and determining the best way of implementation is necessary. This involves orchestrating the strategic steps carefully to trounce and impediment, which might hinder the HR plans from coming to culmination. Therefore, management should ensure that their human resource debarment aligns their strategies in accordance with the overall business objectives. This is by ensuring that the values, business philosophies, and ethics, as well as mission of the company woven clearly into their strategy. For instance, if the overall business objective of a company is to offer superior services to consumers, a segment of the HR plan must consider workplace teaching and training, as well as development to enhance interpersonal communication and skill to resolve conflicts in the company. Moreover, the HR strategy should be able permit measurement of the established levels of support. Therefore, as the managers disclose some elements of strategic alterations, they must determine the degrees of support acquired from supervisors and other executives. Moreover, the buy-in of management is decisive. This is because when workers recognize that there is lack of sense of unity between HR and management there are higher chances for failure in the company. Therefore, the managers must be aware that they are responsible for a successful HR strategies implementation. Therefore, they should understand that they are accountable for management alteration within their working segments. Moreover, the managers’ standards of performance can integrate the departmental role in implementation.

Resource Management Strategies

References

Armstrong, M. (2008). Strategic human resource management: A guide to action. London:Kogan Page.

Cornelius, N. (2007). Human resource management: A managerial perspective. London [u.a.: Internat. Thomson Business.

Michalski, A. (2011). Strategic International Human Resource Management: Compare and

Contrast Different Approaches to Strategic International Human Resource Management. München: GRIN Verlag GmbH.

Price, A. (2007). Human resource management in a business context. London: Thomson.

Snow, C. C. (2009). Strategy, organization design, and human resource management. Greenwich, Conn: JAI Press.