Strategic Management of Human Resources Essay Example | Topics and Well Written Essays - 3500 words

Strategic Management of Human Resources - Essay Example On the other hand many enlightened businesses undertook the same to provide an enhanced experience to their employees which in turn greatly added their contribution to the organisation. The next level of change in the role and functions of personnel departments occurred with automation. Thus computerisation of functions such as pay roll and record keeping relieved personnel managers to focus on larger issues enhancing their contribution to strategic value addition to the organization as a whole. Personnel departments are also becoming more aware of the roles and responsibilities of line managers so that there is greater integration between the two for attaining strategic value. The delivery of greater quality of services by personnel departments is thus providing impetus to development in other functions of management. Personnel departments thus increasingly came to be seen not as boundary managers but value builders The traditional role of the personnel department has been seen as recruitment, defining job roles, training, structuring of pay and allowances, measuring performance and finally relieve those who are not performing satisfactorily. In many organisations these were also dealing with labour relations. However over the years, this role has been enlarged within the scope of general functions stated above to include induction of the best talent, providing effective training as per needs of the organization, designing and measuring job roles and performance, compensation management to include not just remuneration but also employee stock options based on performance and as a form of incentive and providing feedback to the management on the state of human resources in the organisation. During this stage, the term, human resources manager was being increasingly used in the management lexicon to represent the functions carried out by personnel managers. (Bersin, 2006) Induction of information technology into management and personnel functions had a lasting impact on its role and functions. Information technology systems automated routine and repetitive tasks which were so far engaging personnel managers such as pay rolls, performance reporting and incentive management. (Bersin, 2006). Systems such as recruitment and application tracking, total compensation packages build around cost to company, e learning and organizational development resulted in freeing the human resources manager to focus his attention on achieving key organizational goals by becoming a business partner in strategy implementation. Thus gradually personnel departments provided critical inputs for organizational growth. The emergence of the information and knowledge economy has also provided a critical role to personnel departments in what is being called as talent management. (Bersin, 2006). This implies personnel strategies which can identify best talent critical to organizational growth, retain and motivate it. The various strategies used for this purpose include management of competencies, measurement of performance, aligning these with the compensation package; assess overall contribution to the organization and so on. The overall aim is to limit job hopping, a trend