The need for integrating HR Functions and Management Functions has urged organization to review the role of line manager in the organization. The line managers are required to understand the HR Functions to be able to manage the HR issues in their own section.
Redesigning Human Resource Processes
This process defines the roles, activities, and responsibilities of the HR staffs, managers, and employees in achieving targeted results. The common mission is the right person with the right capability doing the right work in the right environment. In many companies, people management processes are being similarly redesigned to match the new flexible, horizontal, organization paradigm. This paradigm may positioned leader to serve the employees and employees to serve the customers. This is means that the customer to be on the top and the leader to be on bottom. This design will allow ultimate customers satisfaction and increase the overall performance.
Performance and Rewards
Performance planning and review have a primary purpose to help employees understand how their work affects the success of the business. Emphasis is on aligning individual and team expectations with business strategy--interpreting the relevance of business values, mission, vision, objectives, and action plans. Individuals and teams build a shared understanding of expected performance. Managers enable improved performance through coaching, providing resources such as training, and feedback on results. Performance is recognized and rewarded, in flexible ways that fit the circumstances.
Annual salary adjustments merely used as an adjustments for market value. Many companies focusing on individual incentives, gain-sharing, and profit sharing. Job evaluation processes defining salary levels of jobs are being simplified, often with fewer and broader salary bands and increased focus on linking base pay with capabilities and their market value. Many companies are adopting multi-source feedback on performance and capabilities, including inputs from peers/team members, multiple managers or technical experts, and customers. In this way, performance and development are blended, with a focus on self-directed improvement in capabilities. The process is driven and maintained by employees and their managers, not by the human resource function. Performance management is thereby integrated with the business.
Staffing
Many leading companies are applying processes to match talent with changing requirements. Critical skills mix and staffing issues are being faced in many companies. The response is to adopt a strategic staffing process that will guide recruiting, movement, targeted development, and separation of employees--the flow of talent in relation to future requirements. The process typically defines future requirements, through analysis of staffing drivers, head count changes, and capabilities required. It may involve actions to improve staffing utilization, through work flow changes, shifting work to higher value, and reassigning talent. Where requirements fluctuate, it helps balance peaks and valleys, and considers appropriate use of part-time, contract, and other contingent work force. Ultimately, it defines gaps and surpluses of talent and required staffing actions to correct these.
While the techniques of human resource forecasting and planning have been available for decades, they are now being applied collaboratively with managers, responsible for staffing in their organizations. Their aim is to address the continual imbalance of talent supply and demand, and address staffing needs before they become crises (often requiring layoffs, aggressive recruitment or redeployment, or business plan changes).
Training and Development
Many organizations are striving to become learning organizations, placing high importance on continuous development of capabilities. Employees are challenged and enabled to learn and grow to result higher performance and higher personal capability, which in the end companies are targeting to win the competitive advantage. Learning is built into work through challenging and changing tasks, through coaching by managers and peers, and through on the job training. Emphasis on team work facilitates learning by challenging employees to discover new solutions to problems and acquire new capabilities needed to implement solutions. Individuals learn readily from each other, when addressing real problems, using real data, real time. Action learning, although an approach whose wisdom has been known for decades, is now being applied in companies to accelerate learning by integrating it with real work.
Training and development continues to be important, but is increasingly focused on the needs. This requires managers and employees to identify needs and ways they may be met. Interest in building a learning organization reflects a desire to integrate development with the business. The role of human resource or other training staff is to promote and support learning throughout an organization. To do this, staff is intimately involved in the business and the learning opportunities.
Organizational Change
The world of business is always changing, which means that companies need to manage the impact of business changes. This managing changes are including: realigning the organization structure, with wider spans and fewer levels and becoming horizontal organization, and to balance autonomy and integration; redesigning key jobs and redefining capabilities required; building effective teams and team work at all levels; redefining the roles of managers, staff, and employees; building a high-involvement organization (HIO); building external alliances and networks; facilitating joint ventures; re-engineering processes, information flows, and decision making; implementing continuous quality improvement as a philosophy and set of applied tools. The challenge is to blend these initiatives together, as an integrated change process.
Employee Relations
Employee relations mean how to retain the best talent in the organization. As most companies radically restructure and change to become more competitive, they also are striving to build positive employee relations. In recent years companies have implemented massive staffing cuts, sometimes eased through early retirement programs. On the other hand companies are also reorienting employee benefits and incentives from employee retention who identified as the best talent. The best employees have the option to sell their skills in the labor market to those companies that offer them the best opportunity to growth. It is very important for a company to build a process that attracts, retains, and energizes its work force.
