A Perspective on HR Strategic Influence

A Perspective on HR Strategic Influence

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nIntroduction

nMost successful organizations attribute their productivity to effective management of their human resources. The supervision of employees encompasses balancing between their aspirations and goals with those of the organization. Human resources play a critical part in corporate strategy. Some of firms objectives and goals include acquiring international recognition, increasing market share, gaining profits, and ability to survive in the markets (Buller & McEvoy, 2012). The HR plays a critical part in the organization because it ensures that employees drive the operations of the company in a productive manner. Consequently, it leads to high competitive edge and innovativeness of the workforce (Kim & Sung-Choon, 2013).

nHow key HR functions to support an organizations strategy

nThe HR managers should ensure that the human asset is well aligned with the organizations strategy. To take advantage of this objective, firms should embrace a transformative perspective of HR. More importantly, the HR functions needs to be created in conformity with firms strategy (Kim & Sung-Choon, 2013). For this reason, human resource management must ensure that workforces are strategically dedicated or focused. The HR function of most of the business such as training, compensation, and hiring are designed to expand the human capital in the company (Buller & McEvoy, 2012). When the human resource function is tactical and is linked to or involved with organizational performance, it greatly contributes to the success of the company. Significantly, the competitive advantage of the organization can be easily attained when HR is efficiently related to its strategy.

nResearch has indicated that human resource departments often are left to concentrate with administrative functions such as compensation, training, performance management, and recruitment. Although these functions are essential, they do not contribute to the company strategy on their own. Therefore, they fail to deliver on the corporate ambitions and plans. According to Marler & Fisher, (2013) empowering the HR helps to add value to the firm. In addition, it ensures that HR commences its functional processes in a way that reinforces success and growth (Marler & Fisher, 2013).

nAlsudiri et al., (2013) argue that an operational HR functions with clear connection to the corporate strategy helps the business to align its operations well with its human resources. An HR department that recognizes the needs of the firm strategy assist ensure that the company has the best employees to deliver on its objectives and ambitions. Furthermore, the HR department incorporated into the highest strategic executive team can guarantee that the needs of human resources are considered in the same way as other investment goals (Alsudiri et al., 2013). For instance, the company should capitalize on better training and development. In this regard, training aligned to firm strategy is more likely to help the firm to easily adjust to new circumstances. On the other hand, recruitment and retention can play a bigger role in realization of the organization strategy. Staffs having a sense of support in their jobs have a tendency to be more productive and happier (Kim & Sung-Choon, 2013). Moreover, companies with a progressive reputation in the industry for caring for its workforce experience fewer obstacles to efficient recruitment. In this respect, it points to the fact that HR functions must be connected to organizational strategy. With retention and recruitment being two key parts where monetary value can be allocated, a better-trained and more stable personnel means enhanced operating profits (Marler & Fisher, 2013).

nHuman resource in any company is instrumental in driving business strategy. A developed attitude to HR strategy enables it to appreciate the firms capability and capacity (Alsudiri et al., 2013). Possessing an explicit concept for the workers and their diverse skills can assist to leverage on emerging opportunities. The HR functions are integral part of the future growth of the company as opposed to just administrative functions. Therefore, HR functions must be determined to support the firm in strategic implementation and planning (Buller & McEvoy, 2012). For instance, by improving the capabilities of HR staff, the department can raise its reliability and be incorporated into a strategic role.

nCase Study: Microsoft Company

nMicrosoft Corporation is a multinational organization that deals with manufacturing, development, support, and licensing a wide range of software around the world (Microsoft, 2018). Microsoft Company is one of the successful companies that use key HR functions to support its corporate strategy. More importantly, the HR knowledge, skills and capabilities determine the ability of the company to accomplish its objectives. In this regard, robust HR function is imperative for the success of the company (Marketing HR, 2018).

nContemporary business environment calls for alignment between HR functions and firm strategy in order to attain required technological advancement, globalization, innovation, and competition (Microsoft, 2018). Moreover, the firm consider HR as a crucial strategic asset because workers possess intellectual competences, which are important in software development. Microsoft Corporation understands that HR strategies should be lined up to its business strategy hence it is incorporated to its policies and objectives (Marketing HR, 2018). Besides, the effectiveness of accomplishing the vital corporate strategy is dependent on the quality of its human capital.

nRecruitment and Selection strategies

nMicrosoft Corporation has designed innovative strategies on recruitment a selection aiming to attract best pool of employees to lead its corporate strategy. For instance, the company has robust screening procedure before selecting an employee to ensure that it possesses individuals who can take the right decisions (Microsoft, 2018). Firstly, it initiates advertisements, application and screening on websites. Later online interviews, CV evaluations and tests are used to select candidates who match to their job requirements. Telephone conversations are also used to assess their logical thinking, technical knowledge and background information. Finally, the face-to-face interviews use psychometric testing to measure their personality and aptitude. The recruitment strategies, which is based on thorough screening and long-term focussed selection and recruitment process guarantee that the firm HR supply conform to the demands in the industry (Marketing HR, 2018). In addition, it helps to assure that new hires will not create negative effects on the operations.

nStaff retention strategies

nSince the process of recruitment and selection is quite expensive and time consuming, Microsoft Corporation ensures that selected persons remain in the organization for long to transform costs incurred to companys investment. Reports indicate that the firm has less than 5 per cent in workforce turnover (Microsoft, 2018). Most importantly, the company pays close attention to the needs of its workers. The working environment offers a feeling of social belonging. The organization implements employee recognition and share option programmes (Marketing HR, 2018). The firm believes cultivating a sense of ownership and equity participation in the firm for all its workers is vital to raising employees commitment and loyalty in the long-term.

nTraining and development approaches

nMicrosoft Company conducts regular training and development for its employees with an aim to facilitate growth. Due to the type of job that workers are involved in, they require new skills and knowledge. It also creates opportunities for its workforce to apply the acquired knowledge and skills where they can learn about new cultures, economies and societies as well as strengthen their experience (Microsoft, 2018). Significantly, training programs in the company are steered as a partnership between the firm, managers, and workers. Precisely, employees should lead their own career growth path, the management should coach and help them, and the company should guarantee that adequate resources are accessible (Marketing HR, 2018). Moreover, Microsoft Corporation reimburses workers for their textbook fees, membership, tuition or other job-related exams.

nConclusion

nSuccessful businesses have realized that key HR functions call for strategic harnessing of their potential. Organizations such as Microsoft Corporation are using strategic human resource management in recruitment and selection, training and development, HR planning, and reward management. Therefore, corporates are determined to align their HR functions to strategic objectives and goals of business in order to enhance its corporate performance and competitive edge. It also helps to nurture a culture of flexibility and innovation (Microsoft, 2018).

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nReferences

nAlsudiri, T., Al-Karaghouli, W., & Eldabi, T. (2013). Alignment of large project management process to business strategy: A review and conceptual framework. Journal of Enterprise Information Management, 26(5), 596-615.

nBuller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

nDaley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.

nKim, H., & Sung-Choon, K. (2013). Strategic HR functions and firm performance: The moderating effects of high-involvement work practices. Asia Pacific Journal of Management, 30(1), 91-113.

nMarketing HR. (2018). Human Resource Strategy of Microsoft | HR and Marketing Ideas. Marketinghrdpresentation.com. Retrieved 9 January 2018, from http://marketinghrdpresentation.com/apps25/2013/06/05/human-resource-strategy-of-microsoft/

nMarler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36.

nMicrosoft Corporation. (2018). Modernizing HR at Microsoft. Microsoft IT Showcase. Retrieved 9 January 2018, from https://www.microsoft.com/itshowcase/Article/Content/582/Modernizing-HR-at-Microsoft

nStahl, G., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., … & Wright, P. (2012). Six principles of effective global talent management. Sloan Management Review, 53(2), 25-42.