The Human Resource Management (HRM) department within my organization plays a significant strategic role within the company especially in terms of helping create and implement the company’s goals. The HRM department works to communicate all company policies, changes and associate benefits to all employees which have shown trends of increasing employee awareness, knowledge and interest in improving productivity and personal wellness (Fox, 2007). However, communication is only one component to HRM’s strategic role. The HRM department has made strides in working hand-in-hand with strategic organization development within the company to identify areas of need in human resources, assisting operations with improving capital planning and developing a strong salary planning program to provide increases in compensation and bonuses to those associates who meet specific criteria (Brockway, 2007; Dunn, 2006; Trahant et al., 2007). These areas have boasted strong developments within the company and showcase that HRM has worked hard to turn from a status-quo, reactive department to a proactive strategic planning department.
One key flaw within the HRM department involves serious missteps in impacting the organization’s goals and following through with them. For example, our company maintains a mission statement where one of the goals is to build and maintain a safe working environment. However, the HRM department does not interact with the maintenance department in a way that helps identify unsafe areas throughout the department – some of which have led to serious injury to workers on the job. Not only has this caused serious discontent by some associates who work in these unsafe areas, but this flaw in HRM has caused the organizational culture to drastically change over the recent months to being more negative and de-motivating (Hau-Siu Chow & Liu, 2007; Kiger, 2007). As this change has occurred, we have also seen an increase in overall turnover and the concept of talentship has gone by the wayside as many managers are continuing to hire new talent as opposed to retaining and developing from within the company (Boudrea & Ramstad, 2005). In order for the perception of the company and the HRM department to change, steps must be taken to improve the company facilities and relay a message to the employees that their safety comes first.
Boudreau, J. W., & Ramstad, P. M. (2005). Talentship and the New Paradigm for Human Resource Management: From Professional Practices to Strategic Talent Decision Science. HR. Human Resource Planning, 28(2), 17-26. Retrieved August 19, 2011 from ProQuest.
Brockway, S. (2007, September). The art of business partnering. Strategic HR Review, 6(6), 32-35. Retrieved August 19, 2011 from ProQuest. (Document ID: 1336170361).
Dunn, J. (2006). Strategic Human Resources and Strategic Organization Development: An Alliance for the Future? Organization Development Journal, 24(4), 69-76. Retrieved August 19, 2011 from ProQuest.
Fox, A. (2007, August). Corporate Social Responsibility Pays Off. HRMagazine, 52(8), 43-47. Retrieved August 19, 2011 from ProQuest. (Document ID: 1320449591).
Hau-Siu Chow, I.; & Liu, S. S. (2007). Business Strategy, Organizational Culture, and Performance Outcomes in China’s Technology Industry. HR. Human Resource Planning, 30(2), 47-55. Retrieved August 19, 2011 from ProQuest. (Document ID: 1298947371).
Kiger, P. J. (2007, June). KNOWING IT ALL. Workforce Management, 86(12), 1,30-32,34-39. Retrieved August 19, 2011 from ProQuest. (Document ID: 1315972861)
Trahant, B.; Steckler, F.; & Sonnesyn, C. (2007). Elements of Successful Strategic Human Capital Planning. Public Manager, 36(2), 45-50. Retrieved August 19, 2011 from ProQuest. (Document ID: 1315972861).