Business
Human Resource Objectives
Human resource objectives refer to the specific goals and targets that an organization sets for its human resources department. These objectives typically focus on areas such as recruitment, training, performance management, and employee relations. By defining clear human resource objectives, businesses can align their workforce strategies with overall organizational goals and ensure the effective management and development of their employees.
Written by Perlego with AI-assistance
Related key terms
1 of 5
10 Key excerpts on "Human Resource Objectives"
eBook - PDF- Thumar, V M(Authors)
- 2018(Publication Date)
- Daya Publishing House(Publisher)
The basic questions to be answered for strategic planning are: • Where are we going? • How will we develop HR strategies to get there successfully, given the circumstances? • What skill sets do we need? This ebook is exclusively for this university only. Cannot be resold/distributed. • The overall purpose of strategic HR planning is to: Ensure adequate human resources to meet the strategic goals and operational plans of your organisation - the right people with the right skills at the right time Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector Remain flexible so that your organisation can manage change if the future is different than anticipated The HRP strategy should demonstrate that effectual planning of workforce matters will make the business easier accomplish its wider intentional and organized goals. Strategic human resource planning consists of a number of objectives, but all the objectives must be closely aligned to overall business goals in order to be effective. Human resources executives must demonstrate the employer’s return on investment through strategic activities. Strategic activities are forward-thinking processes that support business growth through recognition of the value of human capital. It’s the prime objective of the HR manager to make sure that the HR Strategies in the business are incorporated with the wider organizational goals. Moreover, it should be taken care that it the strategies implemented are acceptable to others also. In order to attain these objectives, HR mangers should Communicate with all the stakeholders and detail them about the proposed strategy. Promote and build up supporters of the strategy through effective communication. While communicating with others concentrate on the benefits that are going to be achieved by implementing the strategy and illustrate examples for the same.
eBook - PDFDeveloping Executive Talent
Best Practices from Global Leaders
- Jonathan Smilansky, PhD(Authors)
- 2007(Publication Date)
- Jossey-Bass(Publisher)
C H A P T E R 4 USING STRATEGIC BUSINESS OBJECTIVES TO DRIVE TALENT MANAGEMENT EFFORTS I n my interviews, I asked Heads of Human Resources what they saw as the objectives of their talent management efforts. Instead of comparing a variety of different lists, it would be more useful to look at the complete set of talent management objectives that I have put together from those provided by each of my interviewees: Develop top teams that are the best in the competitive environment. Find successors for key executive jobs, who are at least as competent as current job holders, and ready to step in. Enable cross-fertilisation of executives from different func-tional, geographical and business backgrounds to foster inno-vation and best utilise existing internal resources. Develop real and perceived career opportunities that retain and draw in the best executives. D E V E L O P I N G E X E C U T I V E TA L E N T 70 Build a culture that pushes our best executives to perform at the edge of their potential. Ensure opportunities for the most talented employees to rise rapidly from the bottom to the top of the organisation. Promote a diversity of executives (gender, ethnic background and age) in key jobs, reflecting customer/client characteristics and a broad talent pool. Establish processes for the assessment of potential that go beyond the limited perspective of an individual’s manager. Build line management ownership of the need to have the best players (versus ‘OK’ ones), to open unlimited opportuni-ties to exceptional people (versus forcing them to follow the normal path) and to develop individuals for the corporate good (versus hiding them within their own business or func-tional units). In looking at this wide range of objectives for talent management efforts, the key is to try to understand how talent management fits within the overall efforts of Human Resource functions and busi-nesses to improve their business performance.
eBook - PDF- Raymond J. Stone, Anne Cox, Mihajla Gavin(Authors)
- 2020(Publication Date)
- Wiley(Publisher)
Pdf_Folio:27 CHAPTER 1 Strategic human resource management 27 All strategic HRM objectives and activities must be evaluated in terms of how they contribute to the achievement of the organisation’s strategic business objectives. This means that they must: • be measurable • include deadline dates for accomplishment • identify and involve the key stakeholders and HR customers to ensure the necessary collaboration • nominate the individuals or parties responsible for implementation. HRM policies and procedures HRM policies are general statements that serve to guide decision making. As such, they direct the actions of the HRM function towards achieving its strategic objectives. HRM policies are generally put in writing and communicated to all employees. They typically serve three major purposes: 1. to reassure employees that they will be treated fairly and objectively 2. to help managers to make quick and consistent decisions 3. to give managers the confidence to resolve problems and to defend their decisions. 235 Subjects covered by HRM policies include recruitment and selection, transfers, promotions, termina- tions and pay increases. The statement ‘It is the policy of this organisation whenever feasible to promote from within’, for example, gives a clear guideline to managers and employees about how promotional opportunities will be handled. HRM procedures detail precisely what action is to be taken in a particular situation — for example, the specific steps to be followed when giving a pay increase, terminating an employee or handling a sexual harassment complaint. To promote trust in management and the organisation, it is extremely important that HR policies and procedures be perceived as fair and equitable. 236 1.9 A strategic approach to HRM LEARNING OBJECTIVE 1.9 Describe a strategic approach to human resource management.
- Surbhi Jain(Author)
- 2019(Publication Date)
- Society Publishing(Publisher)
2. Organizational Objectives: This kind of objective helps the organization in achieving its main objective of developing individual efficiency. 3. Functional Objectives: This kind of objective helps in maintaining the contribution of the department at a level suitable to the requirements of the organization. 4. Societal Objectives: This kind of objective makes sure that an organization is responsible in terms of ethics and is responsible towards society. To understand the functioning of training objectives, students may refer to the following: • Training ensures that each employee knows where the benchmarks have been set by the company by creating constant knowledge regarding the aim. • Training promotes self-development to accomplish objectives of the company with a sense of undisturbed commitment and belonging to the company and thereby making sure the growth of a proper work ethos in the company and prospering the feeling of togetherness. HR’s Role in Training and Development 15 • To recognize the training requirements of the entire workforce in the company in keeping with the plans formed by the top-level managers and in consultation with the middle level of managers. • To provide knowledge and attributes, which seem to be important for implementing the task efficiently and to keep the workforce to gain significant human skills, technical skills, conceptual skills, as well as managerial skills in the sectors of decision-making and problem-solving. • The rapidly growing market is in constant need of sufficiently trained employees, training makes sure that an adequate number of employees is available to meet the demands of the industry. • To conduct special training programs to enhance job opportunities as well as career prospects of an eligible class of people belonging to backward classes, minority groups, handicapped, differently abled, ex-servicemen, etc.
eBook - PDF- Sushmita Sen(Author)
- 2019(Publication Date)
- Society Publishing(Publisher)
Both staff and line management should be aligned towards the goals of the organization – an important task to be performed by the human resource planning. 2.4. FEATURES OF HUMAN RESOURCE PLANNING Certain underlying features of human resource planning can be clearly discerned from the definitions studied above. 2.4.1. Well-Defined Objectives The objectives of human resource planning may be molded by the goals and objectives of the enterprise towards operating planning and strategic planning. The company’s goals form the base for planning the human resource needs. Talent Management 34 Human resource planning can have certain other objectives of its own like updating technical expertise, ensuring better committed people, development of human resources and career planning of individual executives as well as of people. 2.4.2. Determining Human Resource Needs The human resource needs of the enterprise should be incorporated in the human resource plan. This requires future planning whereby the requisite number of individuals shall be available at the appropriate time. This would also entail selection, recruitment and training process on the part of the enterprise. 2.4.3. Keeping Manpower Inventory In order to plan better and ensure that individuals are available to take on higher and additional responsibilities in the future, details about the current manpower in an organization (the inventory) should be available to the executive. 2.4.4. Adjusting Demand and Supply The supply and demand of personnel requires future planning. At all points of time considering the requirement of particular personnel (whether at present or in the future) needs to be catered for requiring the recruitment process to be planned well in advance. 2.4.5. Creating Proper Work Environment Optimal working conditions should be ensured in addition to making the estimates and employing of the requisite personnel as a part of the human resource planning.
eBook - ePub- Gary Rees, Raymond French, Gary Rees, Raymond French(Authors)
- 2016(Publication Date)
- CIPD - Kogan Page(Publisher)
In understanding what HR does in an organisation it can be useful to take a historical perspective. Who actually started the HRM process in an organisation (eg a CEO deciding that due to growth of the organisation, an HR function and HR manager needed to be brought in) can provide a starting point from which to trace its subsequent development. The question of why the HR function was started (perhaps with specific goals in mind, such as identifying training gaps, dealing with increased specialist recruitment, etc) is also highly relevant. Following this, identifying key milestones in the history of the HR function may provide further understanding of how HR has evolved (eg the introduction of a performance management system). Whilst each organisation evolves in its own inimitable fashion, generic models of the goals of HRM can, nonetheless, be considered.2.5 HRM GOALS
Whilst the academic debate surrounding the defining of HRM goals continues, Boxall and Purcell (2008, p20) suggest that there are four underpinning motives in HRM:- Cost-effectiveness – maintaining stakeholder loyalty and trust is essential here, and this may mean running the business within budgetary constraints or maximising profits.
- Legitimacy – in essence, the allocation of moral legitimacy and ethical standing in society (see Chapter 4 ).
- Flexibility – in order to cope with change, organisational flexibility is vital for survival. It incorporates both short-term responsiveness and long-term agility (see Chapter 7 ).
- Autonomy – particularly managerial autonomy and the power to act. The political context may bring about change in managerial behaviour which may need some regulation in terms of corporate social responsibility.
Whilst the various goals of HR may differ across private, public and not-for-profit sectors (see Chapter 3
eBook - PDF- Greg L. Stewart, Kenneth G. Brown(Authors)
- 2014(Publication Date)
- Wiley(Publisher)
As shown in Table 1.2, these activities represent the primary purpose for having a human resource department. The Society for Human Resource Management (SHRM) and its affiliated Certification Institute have identified Table 1.2 Core Human Resource Functions Source: Information from Society for Human Resource Management (SHRM) and affiliated Certification Institute. See the PHR and SPHR Body of Knowledge at http://www.hrci.org/ uploadedfiles/Content/Resource_Library/Certification_Handbooks_and_Other_Publications/ PHR-SPHR%20BOK.pdf/ Function Description Business Management and Strategy Working with other parts of the organization to establish goals and provide high-quality goods and services Workforce Planning and Employment Identifying jobs that capture employee tasks; recruiting and selecting desirable employees Human Resource Development Measuring employee performance; teaching employees new knowledge, skills, and abilities Compensation and Benefits Paying employees fairly; administering benefits such as insurance Employee and Labor Relations Establishing and managing relationships between the company and employees; working with labor unions Risk Management Establishing procedures to provide a safe and secure working environment 14 Chapter 1 Creating Value Through Human Resources six broad functional areas of human resource management. These functions are business management and strategy, workforce planning and employment, human resource development, compensation and benefits, employee and labor relations, and risk management. 29 Business management and strategy focuses on planning how the organization will produce and market goods and services. Strategic tactics guide efforts to do things better than competitors. For instance, an electronics manufacturer might decide to open a new plant that can produce parts less expensively. A hotel might initiate a marketing campaign to attract higher-paying customers.
- Surbhi Jain(Author)
- 2023(Publication Date)
- Society Publishing(Publisher)
In return, they are paid a wage, salary, bonuses, commissions, and a host of other benefits. Human resources pertain to firms, sectors, industries, the civil service, and the economy. Actualizing human potential (Figure 4.1) is the goal of human resource managers. Figure 4.1. Process of transitioning from administration and towards actual- izing human potential. Source: Wikimedia Commons. Understanding and Appreciating Human Resources 93 Human capital has emerged as a narrower concept that focuses on the skills and knowledge that people have (Adebisi, 2013; Aguinis and Kraiger, 2009; Ahmad and Schroeder, 2003; Alshallah, 2004; Anyim et al., 2011; Araujo and Sofield, 2011). Similar concepts include labor, manpower, associates, personnel, and people. An effective organization values people. Most advanced organizations will deploy a human resources department which is responsible for various aspects of employment and human resource management. Examples of key tasks include employment standards, compliance, benefits, administration, interviewing, filing, offboarding, and talent acquisition. In performing this rule, the human resource managers will act as a key link between the executive team and frontline staff. Given the technical demands of employment law and industrial relations, organizations require competent and experienced people to undertake the role of human resource management. There is an employment life cycle that is marked by key events and processes (Leggett, 2007; Lengnick-Hall et al., 2009; Li et al., 2006; Loundes, 2001; Manzoor, 2011; Martin and LaVan, 2010). In turn, these events and processes are overseen by the human resource management team. Sometimes, there is tension between the goals and methods of the line manager and those of the human resource management team. Because the human resource managers are experts in the law and employment relations, they will often be given credence.
eBook - PDFStrategic Human Resource Management: Volume 1
Text and Cases
- Feza Tabassum Azmi(Author)
- 2019(Publication Date)
- Cambridge University Press(Publisher)
This may involve work such as maintaining employee records and files, compiling HR-related databases, processing Concept of Strategic Human Resource Management 27 employee benefits claims, implementing leave policies, and compiling and submitting reports. The focus is on performing these activities efficiently. Table 1.4 Management Levels and HR Roles Level Priorities Recruitment and Selection Benefits and Rewards Performance Appraisal Training and Development Career Planning Strategic (Long term) Ensure vertical integration, lay down HR vision, create strategies, chalk out future plans Specify the characteristics of people needed in the long term Determine how rewards will be linked to business strategy Make early identification of potential, develop appraisal system Plan developmental exercises for people to run future businesses Develop long-term systems to manage individual needs Managerial (Medium term) Ensure horizontal integration, create HR plans, show HR deliverables Validate the selection criteria, develop recruitment plans Set up medium-term compensation and benefit plans Set up systems that relate current conditions and future potential Establish management development programmes Identify career paths, provide career development Operational (Short term) Implement strategies, hire and fire, manage payroll, train, maintain HR records Plan and set up recruitment and selection systems Administer wage and salary programme Set up appraisal system and controls Provide for specific on- and off-the- job training Fit individuals to specific jobs, plan career Source: Adapted from M. A. Devanna, C. J. Fombrun, and N. M. Tichy (1981), Human resource management: A strategic approach, Organizational Dynamics 9(3): 51–67. HR managers play a major role as drivers of business strategy today. They are playing a strategic role in their organization. However, HR managers also perform managerial and administrative or operational HRM activities.
eBook - ePubStrategic Human Resource Management
An International Perspective
- Gary Rees, Paul Smith, Gary Rees, Paul Smith(Authors)
- 2021(Publication Date)
- SAGE Publications Ltd(Publisher)
2 Human Resource Management through a Strategic PerspectiveAlison Rieple, Marco Pironti, Paola Pisano and Valentina CilloChapter Overview
Defining the concept of strategy is both challenging and complicated at the same time. The strategy definition depends on the fundamental decisions about the future direction of an organization: its purpose, its resources and how it interacts with the environment in which it operates. Every aspect of the organization plays a role in this strategy: people, finance, production method, environment, customers, and so on. Moreover, changes in markets, regulations, technology, customers, competition and other factors mean that strategy formulation and implementation is an ongoing process that can be judged only from a historical perspective in the context of the organization's past events, resources and experience. In this chapter, we would like to analyse a new trend of modern strategies. Starting from the meaning of strategy and its definition, the authors will introduce the general formulation and implementation of strategies within the organization and the new framework that the organization has to consider to manage national and global strategies. The chapter will focus on the role of strategic human resource management (SHRM). As outlined in Chapter 1, SHRM involves a future-oriented process of implementing HR programs that address business problems and directly contribute to major long-term business objectives (Delery and Roumpi, 2017). SHRM covers the overall HR strategies adopted by business units and companies and tries to measure their impacts on performance (Lengnick-Hall et al., 2009). Several authors (Vrontis et al., 2017; Papa et al., 2018; Caputo et al., 2019) have asserted that strategy should fit with three generic conceptual variables: HRM practices, employee skills and employee behaviours. Soft skills used to be frequently described as a set of skills that most management scholars consider important in any work environment (Robles, 2012). Soft skills are connected with communication and interpersonal skills. Scientific articles analysed the managerial role of soft skills from several perspectives (Andrews and Higson, 2008; Laker and Powell, 2011; Del Giudice et al., 2017a).
Index pages curate the most relevant extracts from our library of academic textbooks. They’ve been created using an in-house natural language model (NLM), each adding context and meaning to key research topics.
