HRM 635 Benchmark Assignment – Organizational and Personal HR Development Plan

HRM 635 Benchmark Assignment – Organizational and Personal HR Development Plan

HRM 635 Benchmark Assignment – Organizational and Personal HR Development Plan

INTRODUCTION

The human resource work has been essentially contributing to forming institutions that are staffed by the right human capital to efficiently and effectively undertake the organization’s work to realize its vision and mission (Armstrong, 2019). The human resource accomplishes their duties through a competency-based model focusing on recruiting, staffing, and developing employees. Similarly, the role of human resources as a strategic partner is to create and direct an HR plan that supports and drives the organization’s overarching goals. In other words, a strategic human resource partner bridges the gap between the work of the HR team on the ground and the organization’s mission (Lawler, 2020). The purpose of the presentation seeks to capture the key findings learned in this human resource course, including making recommendations to the company leadership team.

Outcomes for Acquiring Human Capital

Human capital allows an economy to grow. When human capital increases in an organization, it leads to increases in innovation, social well-being, equality, increased productivity, improved rates of participation, all of which contribute to economic growth. Similarly, The results of acquiring human capital lead to better organizational outcomes. The quality of products and services is improved when the best employees are hired and retained (Lulle, et al., 2021). In addition, financial success improves when the best people are identified, hired, trained, and maintained. Similarly, acquiring human capital improved returns on all employee-related costs.

Outcomes for Developing Human Capital

Human capital development is the process of improving an organization’s employee performance, capabilities, and resources to make them productive to achieve the organization’s goal. A developed human capital affects the economic growth of an organization and helps create an economy by expanding the knowledge and skills of its people. Economic growth driven by consumer expenditure and business financing determines the amount of skilled labor needed (Bendickson & Chandler, 2019). Furthermore, the developed human capital creates value. It generates revenue, can spot opportunities and take advantage of them, develop and implement strategies that make the organization a market leader, and ultimately optimizes organizational performance. Human capital consists of knowledge, skill, and experience, which benefit both the organization and the employees in the final analysis.

Human capital development through corporate training is an essential function of the human resources department. It allows organizations to develop leaders within the organization. It increases employee satisfaction and retention and increases work productivity. In addition, the result for human capital training extrapolates the efficiency of employees (Brixiová et al., 2019). It reduces supervision as the employees will be self-reliant, thus resulting in less waste of resources.

Moreover, the training aids new employees in the organization to produce better service and have self-confidence and an increased level of motivation that translates to the organization’s overall growth (Brixiová et al., 2019). Human capital training enhances employees’ flexibility resilience and shapes employees’ competencies. In addition, it fosters organizational competencies; and individual employability- that produces value and enhances employees and institutional results.

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The organization has the responsibility knows how to leverage its human capital. The knowledge will help align human resource capabilities with strategic organization requirements. Understanding the true potential of human resources can be a positive resource to the organization. Similarly, leveraged employees stay employed longer and contribute positively to the organization’s overall growth and performance (Valenti & Horner ,  2020).

The Pros and Cons to the Current HR Systems

Human Resource Systems mitigates the tedious aspects of HR; the systems allow HR leaders to work on new

HRM 635 Benchmark Assignment - Organizational and Personal HR Development Plan
HRM 635 Benchmark Assignment – Organizational and Personal HR Development Plan

initiatives that could benefit the whole company. Through the systems, the HR will be able to react to employee trends more efficiently and work on fostering a company culture that increases employee engagement and retention (Armstrong, 2019). On the other hand, the disadvantages of using the current system entail the issues like data security due to unauthorized access. When an organization has all employee information stored in one place, it must ensure the data are safe. Similarly, the systems come with extensive costs of investment. In addition, the systems are prone to human error during information input. The systems come with costly technology for updating them. The systems are prone to malfunctions or incomplete applications to support human resources needs (Armstrong, 2019). Moreover, finding a qualified specialist with human resources functional area knowledge mare prove difficult since it requires specialized knowledge.

Using Employees’ Strengths to Leverage Diversity  and Improve Performance Outcomes

The need to improve the employee’s performance outcomes requires human resources to recognize the role of addressing the problem of underperformance, being proactive, and identifying the gaps in input sources. Similarly, they can focus on the strengths by being conscious of diversity and inclusion in the staffing effort (Valenti & Horner, 2020). With the laid benchmarks, the human resource can focus on the employee’s actions by defining their strengths and comprehending their unique abilities before leveraging. Moreover, choosing strategies like capacity-building programs and motivation would enhance and leverage diversity in improving performance outcomes. The organization can also strengthen the strengths through internal training and show evidence of the employee’s diverse abilities to be harnessed to improve performance outcomes (Valenti & Horner, 2020). Further, the human resource can focus on the strengths by set professional goals to be met by the various strengths.

Proposals Plans for Developing and Integrating the Positions of HR Specialist and Generalist

We propose that human resource strategy to relate to all parts of the organization. Therefore, in integrating positions of human resource specialist and generalist, the other proposal would be to listen to customers’ needs; the needs will inform the basis for incorporating HR positions related to their diverse roles to achieve specific ends of the stakeholders’ needs (Lawler, 2020). Moreover, the proposal to understand the internal processes of the organization as well as long and short-term company goals will aid in the integration of the human resource position (Lawler, 2020). Similarly, it is proposed that the organization need to understand and align the various duties of the human resource specialist and generalist to avoid duplication of tasks and conflicts.

In integrating the human resource positions, the organization to underscore professionalism in the delegation of the HR duties. The human resource generalist can perform and run the daily functions of the Human Resource office like hiring and interviewing staff, administering pay, benefits, and leave, and enforcing company policies and practices (Lawler, 2020). In contrast to the human resource generalist, human resources specialist has expertise in one specific HR area rather than multiple HR disciplines. The human resource Specialist is responsible for monitoring all Human Resource functions. They prepare compensation and benefits packages, set up company policies, maintain updated employee records and ensure a healthy workplace by providing HR procedures (Lawler, 2020). Therefore, in integrating the positions, the organization needs to mark out the boundaries of each human resource personnel regarding the organization and the customers’ or the stakeholders’ needs.

Recommendations

It is recommended for the leadership to engage when acquiring resources. Similarly, there is the need to attract a vast talent when acquiring human capital resources so the organization can recruit the best (Lawler, 2020). In addition, the leadership needs to have diversity in the workplace. The different diversities bring with them diverse strengths, abilities, and capabilities for the organization’s growth. Furthermore, developing employees is critical for talent retention. Thus the leadership needs to factor in training and development strategies for the workforce to leverage their abilities. Essential also, the administration needs to seriously consider employees’ health and well-being and, manage their relationships, develop and create a healthy working environment.

How I will Apply What I Learned

I will apply what I have learned in this course by functionalizing the competencies’ key HR metrics such as recruitment, engagement, and retention. Further, I will encourage employees’ values and performance and align them with organizations’ needs, planning and measuring human capital resource outcomes (Armstrong, 2019). In addition, it will foster the organization’s code of conduct policy information within the organization to lower operations costs and improve decision-making.

Elements of My Personal Development Plan Within the Field of HR

In my development plan, I will seek to enhance my formal education in HR. I will strive to realize this through self-learning, distance learning, engaging in project work development, and participation in internships and work activities that improve my qualification and contribution to the organization (Armstrong, 2019). Similarly, I will commit myself to other activities, e.g., professional seminars and conferences intended to broaden knowledge and skills development in particular areas such as staffing, setting policies, compensation and benefits, retention, training, employment laws, and workers protection.

Conclusion

The role of human resources as a strategic partner is to create and direct an HR plan that supports and drives the organization’s overarching goals. Similarly, the human resource accomplishes their duties through a competency-based model focusing on recruiting, staffing, and developing employees. Further, the results of acquiring human capital lead to better organizational outcomes. Moreover, a developed human capital affects the economic growth of an organization and aids create an economy by expanding the knowledge and skills of its people. In addition, human capital development through corporate training allows organizations to develop leaders within the organization, increases employee satisfaction, retention and increases work productivity. Similarly, leveraged employees stay employed longer and contribute positively to the organization’s overall growth and performance. The application of the HR systems has pros and cons that can impact the growth and development of the organization. It is key for the leadership to focus on the strengths of the employees to leverage the diversity to improve performance outcome.

References

Armstrong, M. (2019). Strategic human resource management. pdf drive. com.

Bendickson, J. S., & Chandler, T. D. (2019). Operational performance: The mediator   between   human capital developmental programs and financial performance. Journal
of   Business
Research, 94, 162-  171. https://doi.org/10.1016/j.jbusres.2017.10.049

Brixiová, Z., Kangoye, T., & Said, M. (2020). Training, human capital, and gender gaps in
entrepreneurial   performance. Economic modelling, 85, 367-380.
https://doi.org/10.1016/j.econmod.2019.11.006

Armstrong, M. (2019). Strategic human resource management. pdf drive. com.

Bendickson, J. S., & Chandler, T. D. (2019). Operational performance: The mediator   between   human capital developmental programs and financial performance. Journal
of   Business
Research, 94, 162-  171. https://doi.org/10.1016/j.jbusres.2017.10.049

Brixiová, Z., Kangoye, T., & Said, M. (2020). Training, human capital, and gender gaps in
entrepreneurial   performance. Economic modelling, 85, 367-380.
https://doi.org/10.1016/j.econmod.2019.11.006