Enhance HR Effectiveness And Provide Value To The Organization

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

Organisations that demonstrate a flexible workforce who embrace the change will adapt more efficiently and effectively, and therefore developing the skills, knowledge and behaviours of the human capital is crucial. Learning and development initiatives are a key tool to encourage this culture of life long learning, and will ultimately lead to a work force with the ability and desire to grow and adapt with the organisation. The role of HR has changed from being a mostly administrative role to becoming a force that helps shape company’s aims and objectives. Whilst all HR strategies should be aligned and support each other (horizontal integration), in order to provide the best possible service all HR strategies must be aligned with organisational strategies (vertical integration) to support the company in achieving the

HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.

The CIPD Human Resources Profession Map (HRPM) consists of two core professional areas, eight behaviours and ten professional areas.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.

The current function of HR can be defined as supporting “the delivery of the organisation’s strategy and objectives through the effective management of people and performance” (Taylor & Woodhams, 2012; 22). This definition is furthered by a CIPD survey (2007; 2-3), which indicated that the key functions of HR are: recruiting and retaining staff, progressing performance management to maximise the value of employees and increasing employee engagement.

To create a professional HR development programme that is fit for purpose and valued within MOD, and an internal means of communicating with and encouraging debate within the professional community – website, journal etc. A greater ability to lead the wider engagement with senior management. The ability to really influence the way in which our new HR community can work holistically, non heirarachically in order to deliver an even better service to the business. To include the potential for greater use of the centre of excellence approach in the new HR architecture – how that can really work. A real and practical ability to understand and make the links clearer

The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the

The CIPD professional map determines what HR professionals should know and understand to make a difference to their organisation. The map can be used in its form or in part or be incorporated into organisation’s existing competency structure.

It captures what successful and effective HR people do and deliver across every aspect and specialism of the profession, and sets out the required underpinning skills, behaviour and knowledge.

Managers rely on HR to provide effective staff capable of accomplishing the goals of the organization. HR is valuable in ensuring

Managing change and implementing new ideas, methods and strategies are responsibilities of the HR Function. Forward thinking is vitally important to a successful organisation and HR will translate the short and long term

For effective management of change to make sure that the HR is utilized in the most efficient way.

The Chartered Institute of Personnel and Development (CIPD) is an organization that was founded to ‘’set professional standards and provide the expertise to drive the HR and L&D professions forward’’ (CIPD, 2016). The organization works to create new solutions and find new ways to help Human Resource personnel develop themselves in matters related to Human Resource Management so that can get the most and do the most for the other members of staff that depend on them. The HR personnel is expected to apply the policies and practices they have in organizational development and design, work on employee resourcing, provide adequate learning and development opportunities to employees, and are expected to be generally involved in the services that enhance the wellbeing of employees (Taylor & Armstrong, 2014).